INTEGRATED HUMAN SETTLEMENTS FIVE-YEAR STRATEGIC PLAN July 2012 June 2017 2013/14 REVIEW

INTEGRATED HUMAN SETTLEMENTS FIVE-YEAR STRATEGIC PLAN July 2012 June 2017 2013/14 REVIEW

THE CITY OF CAPE TOWN S VISION & MISSION The vision and mission of the City of Cape Town is threefold: To be an opportunity city that creates an enabling environment for economic growth and job creation To deliver quality services to all residents To serve the citizens of Cape Town as a well-governed and corruption-free administration The City of Cape Town pursues a multi-pronged vision to: be a prosperous city that creates an enabling and inclusive environment for shared economic growth and development; achieve effective and equitable service delivery; and serve the citizens of Cape Town as a well-governed and effectively run administration. In striving to achieve this vision, the City s mission is to: contribute actively to the development of its environmental, human and social capital; offer high-quality services to all who live in, do business in, or visit Cape Town as tourists; and be known for its efficient, effective and caring government. Spearheading this resolve is a focus on infrastructure investment and maintenance to provide a sustainable drive for economic growth and development, greater economic freedom, and increased opportunities for investment and job creation. To achieve its vision, the City of Cape Town will build on the strategic focus areas it has identified as the cornerstones of a successful and thriving city, and which form the foundation of its Five-year Integrated Development Plan. The vision is built on five key pillars: THE OPPORTUNITY CITY Pillar 1: Ensure that Cape Town continues to grow as an opportunity city THE SAFE CITY Pillar 2: Make Cape Town an increasingly safe city THE CARING CITY Pillar 3: Make Cape Town even more of a caring city THE INCLUSIVE CITY Pillar 4: Ensure that Cape Town is an inclusive city THE WELL-RUN CITY Pillar 5: Make sure Cape Town continues to be a well-run city These five focus areas inform all the City s plans and policies. Front cover: The opportunity to reblock a portion of BM section informal settlement in Khayelitsha came about as a result of a fire. CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

About the Integrated Human Settlements Five-Year Strategic Plan The aim of this Integrated Human Settlements Five-Year Strategic Plan review is to offer the reader a clear view of the challenges and opportunities facing the City of Cape Town in terms of providing for the housing needs of Cape Town s steadily growing and increasingly urbanised population. This plan is closely aligned with, and contributes to, the City of Cape Town s overarching Five Year Integrated Development Plan, and it has been developed with a view towards enabling the realisation of the City s five key strategic pillars or focus areas. Just as the Human Settlements Directorate does not operate in isolation from the rest of the City of Cape Town, this plan should be read in the context of the greater vision and objectives of the current administration. As such, it forms one component of a suite of plans, publications and reports produced by the City annually, inter alia: Integrated Development Plan 2013/14 Review Budget 2012/13 2014/15 Integrated Human Settlements Five-Year Strategic Plan 2013/14 Review Integrated Transport Plan 2013 Traffic Accident Report 2013 Annual Report 2012/13 Each of these publications offers comprehensive information and data covering the components of the City s five strategic pillars that are relevant to its readers or to the stakeholders of the directorate that produced it. While this means that each publication can be read independently of the others, to gain a comprehensive understanding of the City s planning, performance and budgeting structures, the suite of books should preferably be considered in its entirety. CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 1

FOREWORD happy neighbourhoods inhabited by people who have the opportunities they deserve to live their best lives and achieve their full potential. Delivery on this ambitious objective requires that the City of Cape Town has a full understanding of the existing living conditions of all its people as well as clear insights into the challenges they face. In considering its approximate 30% population growth, the City needs to carefully balance its application of resources to fund bulk infrastructure provision, respond to increased densification, and better harness the full potential of underutilised land and bulk capacities. To ensure optimum access to and use of funding, increased emphasis must also be placed on building effective inter- City and inter-governmental relations and partnerships, as well as closer, more collaborative partnerships with NGOs and the private sector business. Whilst it is recognised that a magic wand cannot be waved to satiate all the needs immediately, a logical plan of action is required. What is needed is an innovative approach that holistically addresses Cape Town s housing needs in a way that maximises opportunities for its people. FOREWORD BY THE MAYORAL COMMITTEE MEMBER FOR HUMAN SETTLEMENTS In order for the City to achieve its vision of delivering truly integrated human settlements, rather than merely building houses, the City of Cape Town has adopted a strategic approach that recognises the importance of creating housing opportunities that fully integrate delivery of, and access to services, healthcare, education and employment opportunities. The ultimate goal is safe, secure and The legendary physicist, Albert Einstein once defined insanity as doing the same thing over and over again, and expecting different results. The City of Cape Town recognises that it cannot take the same approach to housing that has been followed in the past and expect to meet the changing needs of a dynamic and evolving population. What is needed is an innovative approach that holistically addresses the city s housing needs in a way that maximises opportunities for its people. We believe that the review of this Integrated Human Settlements Five-Year Strategic Plan outlines such an approach and offers a route map for the City to realise its vision to deliver integrated human settlements that enable meaningful lives, build community spirit and unity, and empower all Capetonians to meet their economic and social needs. Whist we acknowledge that the Five-Year Plan is a mediumterm plan, we need to look at the immediate challenges and implement programs such as a high density strategy, upgrading of informal settlements, provision of basic services to backyarders in order to restore their dignity, and other immediate mechanisms to ensure that our communities live with dignity. TANDEKA GQADA Mayoral Committee member for Human Settlements 2 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

economic nodes and along key transport corridors, so that people do not only benefit from having homes, but also from having essential access to the employment, education, health-care and social opportunities they need to enhance their lives. foreword BY THE EXECUTIVE DIRECTOR: HUMAN SETTLEMENTS The Human Settlements Directorate of the City of Cape Town is not in the business of building houses; it is in the business of building lives and futures. Over the years, the vision of the Directorate has evolved from being focused primarily on providing adequate shelter for the people of Cape Town, to a far more holistic and comprehensive view of the potential that truly integrated housing provision has to add value to people s lives, improve their quality of life, and offer them opportunities to achieve their dreams and aspirations. Importantly, this transformed vision for the Directorate, and the objectives and key performance indicators that underpin it, dovetail perfectly with the strategic pillars on which the broader vision of the City of Cape Town is being realised. In every way that it can, Human Settlements is helping to make Cape Town an opportunity city, a safe city, a caring city, an inclusive city and a well-run city. Key to this commitment is our responsibility to change lives and futures by helping the City of Cape Town in its efforts to address the still unacceptably high levels of poverty found across the city. Through our dedicated focus on delivering homes and lifestyle enhancements instead of merely houses, we are contributing tangibly to the upliftment of many individuals, families and communities across Cape Town. Importantly, this commitment to integrated human settlement solutions is founded on a sustainable, long-term plan, which prioritises settlement developments in growing In delivering such integrated and holistic lifestyle solutions, we are acutely aware of the challenges we face, particularly those created by urbanisation, which is caused by the city s steadily growing population and net migration into Cape Town. While these challenges serve as evidence of Cape Town s success in positioning itself as an opportunity city, the way in which we respond to them must also demonstrate that we are indeed also a caring, safe and inclusive city and the way we house our growing population is central to that response. Succeeding in overcoming these challenges requires an innovative and sustainable approach, and the Human Settlements Directorate has made it a top priority to incorporate precisely such an approach into its strategies and operations. Already, the positive results of this commitment are becoming increasingly evident through the delivery of a number of successful developments and initiatives. Of course, innovation alone will not get the City very far. Innovation has to be accompanied and underpinned by a clear commitment to working together with all of Cape Town s many stakeholders to ensure that we all share a unified vision, work towards the same goals, and enjoy the benefits of our labours. To this end, the Human Settlements Directorate recognises the immense power that exists in effective partnerships. We know that we can never achieve the ambitious vision and goals that we have set for ourselves on our own. Our success ultimately depends on our ability and willingness to enlist the assistance of others who share our vision and passion for a better future for all in Cape Town. As such, we have forged many mutually beneficial relationships with our City of Cape Town colleagues, regional and provincial government representatives and teams, private businesses, non-profit organisations and funding agencies, and most importantly, with the communities we are committed to serve. We are confident that, with our vision as set out in this five-year plan and the commitment of all these valuable partners, we will succeed in our endeavours to create thriving and sustainable Cape Town communities, in which all people have the homes, facilities, lifestyles and opportunities they desire and deserve. SETH MAQETUKA Executive Director: Human Settlements CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 3

VISION & MISSION OF THE HUMAN SETTLEMENTS DIRECTORATE The vision of the Human Settlements Directorate is to contribute to and lead the City of Cape Town s development of sustainable integrated human settlements by improving the overall living and built environment of communities in Cape Town, balancing quantity and quality housing opportunities, and placing a specific focus on improving the livelihood of the poor. Defining the vision Contribute: Lead: Living and built environment: Balancing quantity and quality: Improving the livelihood of the poor: The responsibility to achieve integrated sustainable human settlements rests with the entire City, and not just with a single directorate. The Human Settlements Directorate is the institutional entry point for co-ordinating integrated human settlements. The strategic focus is the improvement of both the living and built environment to achieve the National Human Settlements Outcome 8 and related objectives, as required by both the Human Settlements Development Grant and the Urban Settlements Development Grant. While the drive to accelerate the delivery of more housing opportunities (quantity) will continue, there is an equally important drive to pursue quality-of-life objectives relating to improved human settlements. These include reducing travelling time and costs from residential areas to places of economic and recreational amenities; providing community facilities in new and existing settlements; the in situ upgrade and improvement of informal settlements at scale, and ensuring and promoting medium-density housing in well-located and appropriate areas within the urban core, along transport corridors and in economic nodes. This requires a people-centred, partnership-based service delivery process that addresses the essential issues of safety and security, tenure restoration and protection, meaningful stakeholder relations, and the effective provision and maintenance of basic services. 4 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

The Human Settlements Management Team as at 30 June 2013. Front row, seated: Grace Blouw, Manager: Existing Settlements; Seth Maqetuka, Executive Director: Human Settlements; Wayne Muller, Director: Housing Finance and Leases Back row, standing: Goosain Abrahams, Manager: Support Services; Herman Steyn, Manager: New Settlements; Alida Kotzee, Director: Strategy, Support and Co-ordination; Surita Pentz, Manager: National Housing Programmes; Mzandile Sokupa, Manager: Informal Settlements; Jens Kuhn, Manager: Housing Land and Forward Planning; Shehaam Sims, Director: Urbanisation. (The new structure and designations will apply from 1 July 2013 onwards as reflected in Annexure 4.) The mission of the Human Settlements Directorate is: To facilitate and develop sustainable integrated human settlements. To integrate the delivery of housing opportunities with the objectives and deliverables of the rest of the City, thereby ensuring that these contribute to the creation of a compact city and optimal use of facilities. To improve informal settlements and backyard precincts incrementally and create a better-quality living environment, rather than merely providing shelter. To manage and maintain the City s rental assets strategically. To lead in the social and economic development of disadvantaged areas to ensure that quality of life and the environment are improved. To promote and ensure meaningful partnerships with business and community-based stakeholders. CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 5

CONTENTS SETTING THE SCENE THEMES FOR A REVIEWED PLAN 7 THE CURRENT REALITY DEFINING THE NEED 11 PARTNERING FOR IMPROVEMENT 19 IMPROVING EXISTING LIVING 21 CREATING NEW LIVING 31 OTHER STRATEGIC INITIATIVES 39 DIRECTORATE STRUCTURE AND FUNCTIONS 45 LEGISLATION AND PLAN INTEGRATION 49 FUNDING 53 ANNEXURES 57 LIST OF abbreviations and acronyms used 72 Denotes: National Development Plan More online 6 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

SETTING THE SCENE THEMES FOR A REVIEWED PLAN An example of integrated housing in Maitland, with social housing, schools, green areas, transport and business nodes as well as land for future development. CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 7

SETTING THE SCENE THEMES FOR A REVIEWED PLAN The primary purpose of this Integrated Human Settlements Five-Year Strategic Plan review is to evaluate the current realities facing the City of Cape Town (hereinafter the City ) in terms of urbanisation, so as to steer the City in the right direction in order to strategically and practically address the many housing challenges that such city growth creates. This plan is closely aligned with, and contributes to the City s overarching five-year Integrated Development Plan (IDP), which is built on the five core strategic pillars (or strategic focus areas) of: Theme 1: Helping to address poverty Poverty is a root cause of net migration to urban areas such as Cape Town, as families try to meet their needs. This, in addition to natural population growth, fuels the urbanisation problem. Poverty has to be addressed from a holistic perspective of providing for lifestyle needs rather than merely providing houses. an opportunity city; a safe city; a caring city; an inclusive city; and a well-run city. Recognising that housing provision has a key role to play in the success of the City s efforts to address poverty, create employment, improve socio-economic conditions and create sustainable futures, this plan outlines the intention of the Human Settlements Directorate (hereinafter the Directorate ) to improve existing and create new living environments that promote both economic and social cohesion. Numerous other plans have been consulted and aligned with in the formulation of this strategic plan. Sources consulted include, but are not limited to the National Development Plan, the City of Cape Town Integrated Development Plan, the State of Cape Town Report 2010, the Spatial Development Framework, and the Urbanisation Framework Strategy. This plan is reviewed annually to ensure that it considers and responds to any significant changes in the micro and macro-environments that may affect our delivery. THEMES FOR A REVIEWED PLAN Pertinent to the review of this plan is the inclusion of four key themes as mentioned in the Executive Director s foreword. In this section, these themes will be introduced and unpacked, as they form key threads that run through the entire plan. Building houses using labour intensive construction methods by EPWP workers. Coupled with this, is the individual s need to be able to provide for themselves. In this regard, the Directorate is involved in job creation and skills development initiatives such as the Expanded Public Works Programme (EPWP), where local labour is employed for human settlements projects. Another means of self-help is provided through the People s Housing Process (PHP), where communities are encouraged to build, or organise the building of their own homes. Where people find themselves in informal living environments, we have to embrace this as a reality, and have established improvement plans and initiatives to enhance the lives of the inhabitants of these settlements. In the same vein, persons living in the backyards of public rental housing are being assisted with the provision of basic services. The four themes have been identified as essential to addressing the challenges facing the Directorate, the City and, according to the National Development Plan (NDP), the country as a whole. Water metering devices form part of the backyarder service programme that aims to provide basic services to residents in public rental housing. 8 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

THE CURRENT REALITY PARTNERING FOR IMPROVEMENT CREATING NEW LIVING OTHER STRATEGIC INITIATIVES IMPROVING EXISTING LIVING SETTING THE SCENE Theme 2: Innovation and sustainability Modular housing using steel containers has been investigated as an alternative solution to meeting housing needs. The City has previously used containers as temporary housing for tenants whose rental units were being upgraded. Using this type of solution for permanent housing offers enhanced cost and density benefits. public housing facilities will further enhance the services offered to our customers. A rectification programme is currently under way to mend several homes that have been identified as being in need of repair as a result of initial substandard work that was carried out prior to 1994. This project is ongoing and will bring these homes to an acceptable standard. Shipping containers converted to serve as temporary accommodation while rental units are being upgraded. The reblocking of informal settlements is another solution. Not only does this procedure create more living space, but it also enables the City to provide greater access to basic services, recognise tenure, guard against the spread of fires, and provide access for emergency vehicles in times of disaster. To guide this process, a draft policy on reblocking is being developed by the Directorate in 2013. The main purpose of the policy will be to formalise the roles and responsibilities of the various role players when an informal settlement has been identified for reblocking. In future, more community residential units (CRUs) are to be built, as these offer accommodation for more residents in support of the City s densification initiatives. These rental units are multistorey, and therefore utilise less land while maximising utilisation of available services and infrastructure. Further innovative projects include mixed-used developments like Scottsdene, Pelican Park and Happy Valley, which offer various categories of housing opportunities. This enables people in different income categories to be accommodated in the same project, which in turn leads to the development of truly integrated communities. The Directorate strives to provide a more customer-focused approach to ensure that we address the needs of all Capetonians. To this end, the establishment of a Human Settlements call centre along with the modernisation of The green shack concept incorporates the creation of a garden in a shack wall to minimise the risk of fires spreading across homes. In March 2013, Council approved the enhancement of the emergency housing kit, which is issued to persons in distress following a flood or fire disaster. The enhanced kit is more sustainable and offers greater protection against the elements as well as against criminal activity. To ensure sustainability, the Directorate needs to manage its assets strategically, particularly its public rental stock. To ensure that these assets serve our residents well into the future, we need to maintain them. As part of this process, the Directorate continues to conduct major upgrades to rental units. In addition, we have embarked on a modernisation exercise and will continue to improve the way in which we manage our public housing. A further initiative currently under investigation is the socalled green shack concept. This is a temporary housing solution that incorporates the creation of a garden in a shack wall, and potentially also on the roof of the structure, in an attempt to minimise the risk of fires spreading across homes. Theme 3: Partnerships Recognising that it cannot achieve its vision alone, the Directorate has established several partnerships and continues to seek opportunities to foster more such relationships and collaborations that will enhance and improve its services to the community. DIRECTORATE STRUCTURE AND FUNCTIONS LEGISLATION AND PLAN INTEGRATION ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 9

SETTING THE SCENE THEMES FOR A REVIEWED PLAN Theme 4: Progress on the Directorate turnaround strategy In our efforts to transform our vision from housing delivery to integrated human settlements, we undertook a comprehensive Directorate turnaround strategy. This strategy is advancing well, and the City s anticipated Level 3 accreditation will enhance the realisation of our vision of becoming a fully-fledged facilitator and implementer of human settlements. The Human Settlements Directorate has established several partnerships with organisations to improve services to communities. In addition to several social and gap housing partnerships, we work closely with the Informal Settlements Network (ISN) and the Community Organisation Resource Centre (CORC). These organisations provide expertise and assist in funding or sponsoring the reblocking of informal settlements. Intergovernmental relations are vital, as the various spheres of government have to work together to realise the vision of a Cape Town in which all are cared for and able to prosper. Internal relationships are equally important, and the Directorate relies on the City s various service departments to contribute both directly and indirectly to the success of its endeavours. Moreover, community-based partnerships are constantly being established, and are particularly important in the establishment of the envisaged multistorey rental units. The community-based committees that emerge from these partnerships help the City in managing local living environments and ensuring that lease conditions are met by all tenants. Rental, gap and RDP units provided on infill sites in Scottsdene. A land development matrix is also being developed, which lists all the informal settlements in the city. This will be a valuable aid in identifying those settlements in need of alternate land, either for de-densification or relocation (if the current site is not suitable for the settlement). Appropriate alternate land will then be listed against the identified land needs of informal settlements, making the matrix an invaluable planning tool, particularly when used in conjunction with live corporate geographic information system (GIS) data sets. As part of the turnaround strategy, the Directorate will participate in developments along the city s long-term growth corridors such as the West Coast and the Darwin Road corridors respectively. It also recognises Voortrekker Road corridor as an urban renewal corridor. In so doing, we will be able to enhance and capitalise on existing infrastructure. Various funding instruments are being applied in order to ensure delivery on the turnaround strategy. These include the full range of existing national housing programmes, together with national grant funding such as the Urban Settlements Development Grant (USDG), Human Settlements Development Grant (HSDG) and the City s own funds. Social housing units provided with solar units and safe play areas. 10 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

THE CURRENT REALITY DEFINING THE NEED Urbanisation a growing Cape Town 12 Existing data and projections for Cape Town 13 Implications of existing data and trends 16 A closer look at Cape Town s population numbers and trends 16 The challenge of providing services to all 17 Institutional housing donor partner funding was used to develop Amakhaya Ngoku in Masiphumelele. CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 11

THE CURRENT REALITY DEFINING THE NEED The National Development Plan (NDP) states that despite South Africa having a reasonably balanced spatial structure, it has dysfunctional and inequitable settlement patterns. The highly fragmented towns and cities tend to increase costs to households and the economy. Most people in South Africa reside in the country s towns and cities, with 85% of economic activity generated in urban areas. This means that emphasis must be placed on locationspecific approaches, as each area presents distinct challenges and opportunities, which render a one-size-fits-all approach inappropriate. Many of the challenges do not result because of a void in policy, but are rather due to a lack of institutional capacity or strong mechanisms for implementation. Although South Africa has a slower urbanisation rate than the rest of Africa, it is predicted that the country will have an additional 7,8 million people living in cities by 2030, and a further six million by 2050. This will place significant further strain on municipal service delivery, which will undoubtedly be exacerbated by the fact that the majority of these new urban residents will be poor. National Government plans to reshape human settlements by 2050. To do so, however, the following will be required: Effective ways of addressing inequities in the land market that make it difficult for the poor to access the benefits of town and city life. Stronger measures to reconfigure towns and cities towards more efficient and equitable urban forms. Housing and land policies that accommodate diverse household types and circumstances. Municipalities that put economic development and jobs at the heart of what they do and how they function. Urbanisation a growing Cape Town Statistics South Africa (Stats SA) defines urbanisation as an increase in the urban population due to natural growth and net migration into a particular area. Urbanisation is inevitable. Therefore, the City of Cape Town has developed an Urbanisation Framework Strategy to inform a broader, more comprehensive approach to urbanisation, with individual components intended to contribute to implementation. This approach should lead to an integrated, holistic, people-centred and sustainable human settlements development solution. The response has to be proactive and sustainable, and both capacity and capability will need to be developed within the City to address the challenges and opportunities that urbanisation presents. Creative and innovative ways of addressing challenges need to be explored, which will include learning through doing. If properly managed, urbanisation could offer opportunities for growth, social inclusion and the building of sustainable communities and human settlements. Therefore, the impact of urbanisation needs to be comprehensively and co-operatively planned for at all levels, including the city and regional level, other spheres of government, business and communities. Residents in Siqalo informal settlement on Vanguard Drive displaying their entrepreneurial skills. 12 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

THE CURRENT REALITY LEGISLATION AND PLAN INTEGRATION SETTING THE SCENE The City will have to provide universal access to essential services, even to the poorest citizens who do not have a regular income, through the redistribution of finances. Apart from universal access to services, this will also facilitate access to other opportunities, such as well-located serviced land, amenities and jobs. Cape Town s current development trajectory is unsustainable due to resource constraints. Therefore, we need to adapt in order to build sustainable communities. Existing data and projections for Cape Town Determining accurate population statistics and future population growth trajectories remains a challenge. As Table 1.1 shows, Stats SA data indicate that the population of Cape Town grew from 2,6 million to 3,5 million between 1996 and 2007. In 2011, the total population of Cape Town, increased to approximately 3,7 million. Table 1.1: Population of Cape Town 1996 2011 1 Year Population of Cape Town Number of households 1996 2 563 000 653 000 2001 2 893 000 759 000 2007 3 497 000 902 000 2011 3 740 000 1 069 000 Note: Numbers rounded off to nearest 1 000. It is important to note that Cape Town s population growth rate has been relatively stable, and is in fact currently lower than it was in the period 1946 to 1970. 2 The average estimated population growth during the period 2001 to 2011 was 2,93% per annum. 3 In 2000 and 2005, the City commissioned projections of the Cape Town population to assist with its planning processes. These studies were undertaken by Prof Rob Dorrington from the University of Cape Town. Factors taken into account in determining the projected population included birth rate, death rate, migration and HIV/Aids incidence. As migration was the most uncertain variable, three options were calculated based on high, medium and low migration rates. The 2000 projection was based on the 1996 Census, while the 2005 update was based on the 2001 Census, 4 with projections of the population up to 2021.The Census 2011 population figure is broadly in line with the medium migration projection for 2011, based on the 2000 projections (projected figure of 3 820 847 vs. 2011 Census figure of 3 740 026). Based on the information currently available, the population projection done in 2000 provides the best estimate of Cape Town s population growth up to 2031. The projections will however need to be reviewed in light of the 2011 Census data that recently became available. The figures in Table 1.2 on the following page are taken from the 2000 Dorrington Report and compare projections of the Cape Town population based on high, medium and low assumptions of the input variables fertility, mortality, migration and both the prevalence patterns and future spread of HIV/Aids. It is interesting to note that the total Cape Town population is expected to grow by almost 60% over the 35-year projection period 1996 to 2031. The medium projection appears in bold as the most likely population estimates for Cape Town for the period 2011 to 2031. PARTNERING FOR IMPROVEMENT IMPROVING EXISTING LIVING CREATING NEW LIVING OTHER STRATEGIC INITIATIVES DIRECTORATE STRUCTURE AND FUNCTIONS The reality of a flooded informal settlement. 1 Stats SA Census 1996, Census 2001, Community Survey 2007, Census 2011. 2 South African Cities Network (2004) State of Cities 2004 Johannesburg SACN. 3 Ibid. 4 Updated projections based on the 2011 Census are not currently available. ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 13

THE CURRENT REALITY DEFINING THE NEED Table 1.2: Medium/low projections: Cape Town population 5 2001 2006 2011 2016 2021 2026 2031 HIGH 3 186 938 3 646 156 4 008 402 4 292 446 4 538 385 4 769 669 4 976 987 MEDIUM 3 154 238 3 547 055 3 820 847 3 997 718 4 119 504 4 208 444 4 255 857 LOW 3 121 532 3 447 946 3 633 286 3 702 990 3 700 595 3 647 071 3 534 371 As is evident from Table 1.2, the 2000 medium migration projections suggest that Cape Town s population will increase to 4,26 million in 2031. Table 1.3: Projected population based on medium growth rates by population group 6 Population group 2016 2021 2026 2031 Asian Number 75 546 82 334 88 383 93 541 % 1,89% 2,00% 2,10% 2,20% Black Number 1 496 267 1 581 397 1 653 399 1 703 802 % 37,43% 38,39% 39,29% 40,03% Coloured Number 1 697 148 1 711 661 1 712 078 1 698 536 % 42,45% 41,55% 40,68% 39,91% White Number 728 756 744 113 754 584 759 977 % 18,23% 18,06% 17,93% 17,86% Total Number 3 997 718 4 119 504 4 208 444 4 255 857 % 100% 100% 100% 100% Future growth needs to be understood in the context of existing urban conditions in Cape Town. Based on Census 2011 figures, 7 an estimated 20,5% of households live in informal dwellings, 7,0% in informal backyard structures, and 13,5% in informal settlements. Altogether 8,4% of households lack access to adequate sanitation. In 2011, 99,3% of all households had access to piped water, with 75,0% having piped water in their dwellings, 12,3% in their yards, and 12,0% using taps outside their yard. The City of Cape Town estimates the housing backlog in Cape Town at 350 000 households, although an analysis of the Census 2011 8 figures for Cape Town shows a total housing backlog of about 264 800 households (143 823 in informal settlements, 74 958 in backyard shacks and 46 014 in overcrowded formal housing). 5 Dorrington, RE (2000) Projection of the Population of the Cape Metropolitan Area 1996 2031. 6 Dorrington, RE (2000) Projection of the Population of the Cape Metropolitan Area 1996 2031. 7 Stats SA Census 2011. 8 Ibid. 14 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

SETTING THE SCENE While it is vital to verify and reconcile this discrepancy, part of it can be ascribed to the different methodologies used. For example, in 2007, the Community Survey estimated that 84 000 households lived in informal settlements in Cape Town, whereas a physical counting of shacks in informal settlements from aerial photographs put this number at 109 000. Table 1.4: Cape Town household income 2011 9 30% 25% 20% Black African Coloured Asian White Other Total THE CURRENT REALITY PARTNERING FOR IMPROVEMENT 15% 10% 5% IMPROVING EXISTING LIVING 0% No income R1 to R1 600 R1 601 to R3 200 R3 201 to R6 400 R6 401 to R12 800 R12 801 to R25 600 R25 601 to R51 200 R51 201 to R102 400 R102 401 or more Monthly household income Black African Coloured Asian White Other Total No income 19,2% 10,4% 10,8% 8,4% 14,5% 13,7% R1 to R1 600 27,2% 14,8% 6,8% 3,2% 15,2% 17,3% R1 601 to R3 200 23,0% 15,6% 6,8% 3,7% 16,9% 16,0% R3 201 to R6 400 14,5% 18,5% 10,2% 8,1% 16,2% 14,5% R6 401 to R12 800 8,0% 17,4% 15,1% 15,9% 13,1% 13,0% R12 801 to R25 600 4,6% 13,4% 20,0% 22,9% 11,3% 11,8% R25 601 to R51 200 2,4% 7,4% 18,0% 22,2% 8,0% 8,7% R51 201 to R102 400 0,7% 1,9% 8,7% 11,2% 3,2% 3,6% R102 401 or more 0,4% 0,6% 3,7% 4,4% 1,5% 1,4% Unspecified 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% Total 100% 100% 100% 100% 100% 100% CREATING NEW LIVING OTHER STRATEGIC INITIATIVES DIRECTORATE STRUCTURE AND FUNCTIONS Considering that the existing backlogs and dysfunctions have not been adequately resolved, and that future projections are based on estimated population growth trajectories, it is difficult to make informed decisions about urbanisation management. The challenge of divergent data sets is further exacerbated by poor understanding of the nature of demographic growth and change in Cape Town and the surrounding municipal areas. In other words, the socioeconomic profile of the future Cape Town population is unknown, as is the impact of future demographic growth. What is certain, however, is that new household formation from natural growth and in-migration will occur across 9 Stats SA Census 2011. 10 Stats SA Community Survey 2007. a broad spectrum of socio-economic groups. Between 1997 and 2007, the bulk of in-migration was attributed to permanent/circular migration of people from rural areas, in particular the Eastern Cape. It is estimated that 163 000 people migrated from the Eastern Cape to Cape Town during this period. During the same period, significant in-migration of mainly skilled workers occurred from other urban areas in South Africa, particularly Gauteng, from which some 68 000 people migrated to Cape Town. Finally, people with a range of skills levels migrated to the city from elsewhere in the world, in particular from the rest of Africa. Indications are that 33 000 people migrated from outside South Africa to Cape Town over this period. 10 LEGISLATION AND PLAN INTEGRATION ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 15

THE CURRENT REALITY DEFINING THE NEED Implications of existing data and trends Reliable projections that provide in-depth information regarding the nature and structure of the future population of Cape Town are a priority. More accurate growth-related data and demographic change scenarios will provide a better picture of the future of Cape Town, and will constitute the departure point for informed decision-making about an appropriate urbanisation strategy. Some of the 2011 Census data were released late in 2012, and where the relevant data are available, these have been included in the figures and tables in this section. For some of the information, the City still needs to rely on updated estimates based on currently known and available data. Without an in-depth understanding of the likely nature of the future population of Cape Town, service delivery models cannot be appropriately adjusted to cope with future growth and change. An internal costing study revealed that the upgrade of all existing informal settlements, which comprise 191 590 households, would cost R19 billion. This cost is based on 1:1 services requiring a total of 1 828 ha of land, as well as bulk and internal services, and excludes top structures, amenities and operating costs. Masiphumelele informal settlement overflows onto project land. A closer look at Cape Town s population numbers and trends According to Stats SA s 2011 Census data, the population of Cape Town has grown by 29,3% over the past ten years, which translates to an average annual growth of around 3%. This is placing continued and increasing strain on City resources and infrastructure. Table 1.5: Population of Cape Town 11 Year Population of Cape Town Number of households 2001 2 893 000 759 000 2011 3 740 026 1 068 572 Note: 2001 figures rounded off to nearest 1 000. Table 1.6: Growth in population and households based on population group Population growth Household growth 2001 2011 2001 2011 Asian Number 41 516 51 786 Number 10 065 14 267 % 1,4% 1,4% % 1,3% 1,3% Black Number 916 584 1 444 939 Number 251 125 444 781 % 31,7% 38,6% % 32,3% 41,6% Coloured Number 1 392 594 1 585 286 Number 310 465 358 629 % 48,1% 42,4% % 39,9% 33,6% White Number 542 555 585 831 Number 754 584 759 977 % 18,8% 15,7% % 17,93% 17,86% Other Number 0 72 184 Number 0 18 069 % 0 1,9% % 0 1,7% Total Number 2 893 249 3 740 026 Number 777 389 1 068 572 % 100% 100% % 100% 100% Based on the 10-year average annual growth between 2001 and 2011, the total Cape Town population is expected to grow by a further one million people by 2021, and by another one million by 2030, when the total Cape Town population will be an estimated 5,8 million. 11 Stats SA Census 2011. 16 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

SETTING THE SCENE Table 1.7: Breakdown of average household income in Cape Town in 2011 Cape Town annual household income Cape Town monthly household income Black African Coloured Asian White Other Total No income No income 85 427 37 399 1 542 19 522 2 627 146 517 R1 R4 800 R1 R400 23 039 5 051 91 877 315 29 373 R4 801 R9 600 R401 R800 30 652 9 643 161 1 267 695 42 418 R9 601 R19 200 R8 011 R1 600 67 109 38 410 713 5 301 1 744 113 277 R19 201 R38 400 R1 601 R3 200 102 325 55 849 966 8 633 3 051 170 824 R38 401 R76 800 R3 201 R6 400 64 708 66 488 1 459 18 853 2 919 154 427 R76 801 R153 600 R6 401 R12 800 35 420 62 286 2 149 37 117 2 376 139 348 R153 601 R307 200 R12 801 R25 600 20 520 47 952 2 852 53 255 2 046 126 625 R307 201 R614 400 R25 601 R51 200 10 835 26 390 2 564 51 619 1 452 92 860 R614 401 R1 228 800 R51 201 R102 400 3 122 6 889 1 240 26 190 577 38 018 R1 228 801 R2 457 600 R102 401 R204 800 970 1 425 336 6 851 166 9 748 R2 457 601 or more R204 801 or more 645 832 187 3 300 102 5 066 Unspecified Unspecified 9 15 6 41 2 73 Total Total 444 781 358 629 14 266 232 826 18 072 1 068 574 Altogether 94,5% of the population is under the age of 65 years, 69,7% is between 15 and 64 years, and 5,5% is older than 64 years. Some 24% of the city s working-age population is unemployed, while 60,8% of households have an income of less than R12 800. Only 46% of Cape Town residents aged 20 years and older have completed Grade 12 or higher. The challenge of providing services to all From a services perspective, the 2011 Census results showed that 87% of Cape Town households have access to piped water, either inside their dwelling or in their yard, while 88% of households have access to a flush toilet connected to the public sewer system. A total of 94% of the city s households use electricity for their lighting needs in their dwellings, and 94% of households have their refuse removed at least once a week. According to other surveys undertaken by the City of Cape Town, this growing population requires the City to give priority attention to how it deals with crime, addresses poverty and creates employment for Cape Town s people all of which demands a highly integrated approach. The provision of services to all Capetonians is also a top priority for the City and the Human Settlements Directorate, in partnership with other City directorates and business units. Informal settlements Some 20.5% of Cape Town s population currently lives in informal housing. The City is committed to providing and maintaining services to informal settlement areas in line with the national guideline levels, which include water provision via one tap per 25 families within a distance of 200 m, and sanitation services comprising a minimum of one toilet per five families, as well as weekly refuse removal. In addition, the City has recognised the importance of effective greywater disposal and stormwater runoffs as part of raising informal settlement communities standards of living. Where these minimum service levels cannot be achieved due to encumbrances that are beyond the City s control (such as waterlogged or privately owned land, or settlements that are too densely populated to allow service access), these informal settlements must be reconfigured through reblocking or other de-densification initiatives. To achieve these objectives, it is imperative that each informal settlement has an underlying Upgrading of Informal Settlements Programme (UISP) upgrade layout, which will inform and ultimately drive tenure and sustainable formal development, while ensuring access to education, health, business development, sport and recreation, and policing. Backyarders Cape Town citizens residing in informal structures on City rental properties must be provided with access to the same services as those afforded to residents of informal settlements. New housing opportunities Site and service (UISP) or Integrated Residential Development Programme (IRDP) opportunities must be made available and accessible, to enable those citizens who have the means to construct their own informal, modular or brick-and-mortar structures. THE CURRENT REALITY PARTNERING FOR IMPROVEMENT IMPROVING EXISTING LIVING CREATING NEW LIVING OTHER STRATEGIC INITIATIVES DIRECTORATE STRUCTURE AND FUNCTIONS LEGISLATION AND PLAN INTEGRATION ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 17

THE CURRENT REALITY DEFINING THE NEED Densification Any brick-and-mortar structures provided by the City must be of a densified nature, with at least a double-storey construction. Greater efficiencies also need to be achieved in dealing with vacant land inside the urban edge. This must be used to its maximum potential through infill initiatives, the release of unused land belonging to other state departments, and mixed-use retail and residential development along key development nodes and transport corridors. Where such urban edge development cannot immediately be undertaken, the land needs to be banked for future use. view and approach. These key challenges include, but are not limited to: the availability of, and access to, suitable and welllocated land for integrated human settlements; hostile and volatile environments that pose a risk to development implementation and staff safety; insufficient human and financial resources; a shortage of professional skills; and collaborative planning to align housing provision with city growth options, bulk services and transport. As a primary provider of rental housing for the people of Cape Town, the administration faces additional challenges specific to this role, including: a shortage of trained and skilled staff; limited budget for the recruitment of rental unit maintenance staff; insufficient budget for required repairs and maintenance; unlawful occupation of rental units; Multi-storey units supporting densification in the Steenberg social housing project. Public-private partnerships These will play an increasingly vital role in the realisation of the City s human settlements objectives. Private investment and development must be encouraged through ready access to information on City growth paths, zoning and infrastructure upgrades or developments. Greening All new construction undertakings and upgrades or redevelopments must take place within an overarching environmental sustainability framework, designed to provide as far as possible, for the preservation of fauna and flora, the protection of waterways, effective energy and water savings, and the promotion of air quality. sub-letting by tenants, often accompanied by exorbitant rentals; a significant increase in backyard structures, the residents of which require essential basic municipal services; and unacceptably high levels of payment default by tenants of City-owned properties. With due regard to these challenges, this strategic plan is intended to inform the Directorate s actions in creating housing opportunities for all citizens of Cape Town through an approach centred on enhancing existing living environments, establishing new housing opportunities, and effectively addressing the challenges of urbanisation. Other challenges The human settlements environment is faced with numerous other challenges, some of which can be met in the short-term, but many of which require a longer-term A community crèche in an informal settlement. 18 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

PARTNERING FOR IMPROVEMENT Rental housing partnerships 20 Social housing partnerships 20 Informal settlements partnerships 20 A social housing project in Steenberg. CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 19

PARTNERING FOR IMPROVEMENT Meeting the increasing housing challenges of a rapidly growing city like Cape Town cannot be achieved by an administration that operates in isolation. As such, the City and the Human Settlements Directorate recognises the importance of close collaboration and partnerships with all stakeholders, including other City directorates and departments; regional, provincial and national government bodies; the broader public sector; the private business sector, and the communities and citizens of Cape Town themselves. A few of these partnerships are briefly outlined below: Rental housing partnerships Developing and maintaining good working relationships between its tenants, community leaders, politicians and staff is a priority for the City. This not only ensures that the City is kept abreast of issues requiring urgent attention, but also enables a shared sense of ownership and responsibility among all stakeholders. A process has been implemented with a view to establishing and capacitating flat and street committees within City-owned housing estates. The intention is to encourage a sense of ownership in tenants, and empower them to take greater responsibility for addressing issues affecting their living environments and for the maintenance of their properties. The City facilitates this form of delivery by either making available capital subsidies or re-leasing land, often at a discount. The City recently sold land to Communicare and leased land to the Cape Town Community Housing Company, both in respect of social housing projects. For this kind of higher-density housing, spatial planners choose sites from the designated restructuring zones, which are then approved by Council. These sites are investigated, as they could be instrumental in the restructuring and integration of the city. A key focus area in the coming years will be the Voortrekker Road, or metro-urban, corridor. The partnerships endeavour to improve the circumstances of residents of informal settlements and backyard precincts. Informal settlements partnerships The City has signed a Memorandum of Agreement with the Informal Settlements Network (ISN) and Community Organisations Resource Centre (CORC) that specifically assists with interaction with communities; in recognising issues affecting the community; in mobilising them, causing enumeration and mapping of structures; profiling the community and designing of reblocking and UISP projects. The partnerships endeavour to improve the circumstances of residents of informal settlements and backyard precincts. By engaging with ward councillors and other politicians, a better connection has been established with communities, through which the dual responsibility for rental housing maintenance and management has been highlighted. Social housing partnerships Social housing has a distinct meaning in South Africa s housing policy, namely housing that: utilises the Social Housing Regulatory Authority (SHRA) capital top-up funding; is built and/or operated by a social housing landlord; and exclusively consists of rental accommodation for lowincome families. The City has signed a Memorandum of Agreement with the Informal Settlements Network (ISN) to assist with community interaction. The National Government Outcome 8 target for Cape Town in respect of social housing is 2 000 units over five years. To facilitate that delivery, three social housing companies are already signed up as partners by way of a generic partnership agreement. The intention is to enter into more partnership agreements in the future. Specific project-level and financing contracts are signed per project. Several new projects are being planned, including the next phase of Steenberg, Bothasig and Elsies River, as well as additional projects as indicated on the social housing pipeline projects list. 20 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

IMPROVING EXISTING LIVING Managing the City s public housing 22 Providing basic services to backyard dwellers 25 Servicing and upgrading informal settlements 26 Temporary relocation and incremental development areas 28 Enhanced emergency housing kit 29 The installation of electricity services for backyarders. CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 21

IMPROVING EXISTING LIVING Residents of Cape Town are housed either formally or informally. They either rent or own property, and some provide fully for themselves, while others are assisted by the state in various manners. The City either provides housing units for rent, or delivers incremental services to informally housed residents living in informal settlements or in the backyards of City rental units ( backyarders ). While urbanisation is slowing down in most developed countries, it continues unabated across most regions in Africa, South America and Asia, bringing with it numerous challenges for the cities in which it occurs. As the largest city in the Western Cape, Cape Town is also the secondfastest growing city in all of South Africa. This growth has a massive impact on the socio-economic, cultural and environmental structures of the city and region, and will continue to shape the future sustainability of both well into the future. Put another way, what we do today in response to the challenges of urbanisation will influence the quality of life for all Cape Town s people in the future. Historically, the approaches followed in an attempt to meet these challenges have proved that engineering solutions alone cannot effectively address urbanisation. Rather, there is an urgent need to approach urban planning and development differently from the way we have done traditionally, so that we can deliver sustainable human settlements that incorporate access to essential services, health care, education, recreation and employment. In turn, such an integrated approach will serve to attract local and foreign investment in the long-term, creating a virtuous circle of development and investment that will sustain and underpin the realisation of a vision in which all Capetonians are afforded the opportunity to live the lives they desire and achieve their aspirations. All spheres of government also need to recognise from the outset that this is not a challenge that can be addressed by an individual department or directorate. What is needed is a strong collaborative approach, both between local, provincial and national government departments and between the public and private sector. these dwellings through 38 decentralised housing estate offices, five sales offices and 13 maintenance depots. In recent years, the tenancy management function has proved to be a considerable challenge for the City. This situation has arisen due to factors such as political changes, legislation, loss of skilled personnel, and the fact that many housing estates have become too dangerous for staff to conduct business on-site. Much of the rental stock is also old, and requires extensive repairs and ongoing maintenance to prevent further deterioration. The CRU programme has been implemented to allow the City to undertake a comprehensive review of its rental stock and initiate a comprehensive, major upgrade programme. The first phase of the CRU programme will continue until 2015. Besides the CRU programme, the City also has a housing repair and maintenance service, which is committed to good-quality and timeous repair services according to clearly agreed standards and costs, to ensure that City housing assets are protected. In terms of its rental stock, the City is committed to achieving a sustainable balance between its own obligations and those of its clients to effectively manage and maintain public housing stock. To realise this vision, the Directorate has embarked on a modernisation project aimed at: improving service delivery; developing a performance framework; designing a structure to deliver on its mandate; streamlining business processes; assessing and recommending improvements to current information systems and technology capabilities; and upgrading housing estate offices and depots. In its quest to provide sustainable human settlements, the City must first have a clear view of the current state of affairs, particularly the current population growth rate. Then, it must have the will and means to attract investment, grow entrepreneurs, and respond to the challenges of a growing citizenry through practical and actionable models for city regeneration, development and sustainability. Managing the City s public housing The City owns 43 500 rental units, 21 000 homeownership dwellings, 11 000 hostel beds and 11 old-age complexes. It provides services to families and individuals residing in The upgrade of rental units in Ottery. 22 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

CREATING NEW LIVING OTHER STRATEGIC INITIATIVES IMPROVING EXISTING LIVING PARTNERING FOR IMPROVEMENT THE CURRENT REALITY SETTING THE SCENE The exterior upgrade of multi-storey flats in Hanover Park. As an effective way of helping the City with its commitment to addressing poverty levels in Cape Town, all tenants living in the City s public housing with a combined monthly household income of less than R3 000 (R3 200 proposed as of 1 July 2013) may qualify for an indigent grant. Relief and assistance is provided through a reduction of rental instalments and a possible write-off of arrears. This respite is given for a period of 12 months, and is reviewed annually. The past six years have seen significant developments and achievements in terms of improving service delivery to rental housing tenants in the city. The realignment and streamlining of service offices allowed for increased staffing and improved service levels. A rental audit was completed early in 2013 to determine the occupancy status of rental units, undertake an income survey, and assess the existence of structures, both formal and informal, on rental property. The verification of the survey data is currently under way and, once completed, will assist the City to ensure that, going forward: each of its rental units has a legal tenant with a signed lease agreement; units are occupied by tenants with qualifying household incomes of up to R7 000 per month; unlawful occupancy is addressed; and basic services are provided to backyarder residents as part of the next phase of the backyarder programme. Improving customer service The City manages its obligations to its tenants through a number of housing estate offices and depots. As part of its commitment to enhanced service, the City intends redesigning these offices, both functionally and physically, to become more customer-centred. To this end, the offices will have clear signage, friendly staff, and robust and up-todate systems that include profiles of all tenants to ensure world-class customer experiences. As part of this vision, a pamphlet has already been developed and distributed to educate tenants on the conditions of their lease agreements, City rental housing policies and procedures, and general tenancy matters. Relevant Directorate staff members are also undergoing refresher training to ensure that they keep abreast of changes in legislation and policies, and understand the importance of customer service excellence. Committed to effective maintenance A major challenge for the City is that its ageing rental stock requires extensive upgrades and maintenance. A clear directional plan is needed, as the current maintenance budget is not sufficient to meet the growing requirements. To this end, terms of reference are being prepared for the appointment of an external service provider to undertake an assessment of the structural condition of the public housing stock, and to assist in the drafting of a maintenance plan. In addition, the City also undertakes routine maintenance of rental units. This is mainly done in response to requests received from tenants. As the available budget to deal DIRECTORATE STRUCTURE AND FUNCTIONS LEGISLATION AND PLAN INTEGRATION ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 23

IMPROVING EXISTING LIVING Precast structures containing a flush toilet, a tap and wash trough for use by families living in backyards of Council rental stock. The upgrade programme is not only aimed at improving the rental units, but also at enhancing the surrounding living environment of tenants. 24 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

THE CURRENT REALITY PARTNERING FOR IMPROVEMENT IMPROVING EXISTING LIVING CREATING NEW LIVING SETTING THE SCENE with these requests is insufficient, so is the City s ability to maintain its rental units to a satisfactory standard. A maintenance plan is currently being devised in order to obtain a better idea of the extent of the additional funding requirement to address the maintenance need. Major upgrades of existing rental stock The City s ageing rental stock is undergoing major interior and exterior refurbishment, and the management process is being reviewed. The City is also embarking on the provision of additional rental units. The CRU programme, which is aimed at delivering major maintenance upgrades of the City s rental units, is well on track to be completed in 2015. The first phase is well underway, and the total cost of the project exceeds R1,4 billion. In line with the Directorate s commitment to provide integrated settlements, this programme is not only aimed at improving the rental units themselves, but also at enhancing the living environments of tenants through landscaping initiatives, including hard surfacing, tree planting and the installation of play equipment and benches. The project won the Institute of Municipal Engineering of Southern Africa (IMESA)/Consulting Engineers South Africa (CESA) excellence awards in the community upliftment category in 2012. In the same year, it was nominated for the Govan Mbeki best rental stock project, as well as for the CESA engineering excellence award. Transformation and management of hostels Hostels refer to dormitories that were initially built for male migrant workers. The management and maintenance of the City s hostels remain a huge challenge. Overcrowding is one of the biggest problems as, often, up to three or four families can be found living in one room. This places enormous pressure on ablution facilities, which are in a constant state of disrepair. Occupants have also spilled over into masses of informal shelters surrounding the original hostel buildings. As a result, many of these buildings are in state of disrepair. The conversion of these units into two-bedroomed apartments for each of the original bed card holders or their families is long overdue. However, due to the sheer scale of the programme and limited funding, it is estimated that the transformation of all hostels in Nyanga, Gugulethu and Langa will continue for the next 15 years, and will require significant land located outside the hostel areas to accommodate the larger building footprint that is required. Providing basic services to backyard dwellers Backyarders are often relatives of the tenant or owner of the main property who, as a result of overcrowding in the main housing unit, set up home in the unused communal spaces, yards or forecourts of the property. Many backyarders are employed and earn between R3 500 and R15 000 per month. This means that, while they do not qualify for state assistance, they are also typically not in a position to apply for a formal bond from private financial institutions. Backyard structures range from unsound wood-and-iron constructions to vibracrete and brick-and-mortar structures. The inhabitants of these structures pay their landlords for the space, and are often open to unfair rental practices and exploitation. The City has undertaken a desktop exercise, which revealed that approximately 41 500 backyard structures are currently attached to City rental stock, and 34 000 to privately owned houses. Cape Town citizens residing in backyard structures currently have access to varying levels of service, ranging from no services at all to full access. Often, the level of service access depends on the relationship that these tenants have with their landlords. Most of the time, electricity is accessed via an illegal cable from the main house, while water is normally sourced from outside taps, or conveyed and stored in buckets or other containers. Refuse disposal is achieved via plastic shopping bags that are added to the single refuse bin serving the main house. Sanitation typically comprises a bucket system, and night soil is flushed down the toilet in the main building or directly into midblock sewer manholes. Sometimes, this human waste is discarded directly into gullies that are ordinarily used for greywater disposal, or into stormwater drains, or even bagged and discarded in refuse bins. This is extremely unhygienic and highlights the urgent need for the provision of appropriate sanitation (and other) services to backyarders. In February 2012, a service provider was appointed to manage the installation and provision of basic services intended for households living in the backyards of Cityowned rental stock. Services include the provision and maintenance of water, sanitation, electricity, and a 240 l refuse bin. This will be provided in the form of a precast structure containing a flush toilet, a tap with a washing trough attached to it, electricity connections for up to three structures, and a refuse bin per backyard. In the course of the future roll-out of this project, the lessons learnt will be documented, analysed and applied. Both the survey and OTHER STRATEGIC INITIATIVES DIRECTORATE STRUCTURE AND FUNCTIONS LEGISLATION AND PLAN INTEGRATION ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 25

IMPROVING EXISTING LIVING Shared services are being provided to residents in informal settlements. the implementation phase will be documented and used to inform an overall future backyarder strategy for the City. Three pilot projects in Factreton, Langa and Hanover Park have been identified for the implementation of this package of services for backyarders. The Factreton project has been successfully implemented, and the other two are currently under way. The results of these pilot projects will be used to inform future roll-outs of services to backyarders across the city. In order to prevent the same challenges from arising in the future, the City has put in place an authorisation procedure for the erection of backyard structures in Cape Town. This will allow a measure of control in order to manage density and prevent the placement of structures on servitudes and areas of high flood risk. The City intends to provide basic services to all residents living in the backyards of non-saleable City-owned rental stock. In this regard, a plan has been developed to finalise the pilot phase of the programme and to implement the remainder of the programme up to completion. Servicing and upgrading informal settlements Informal settlements are defined either as areas where a group of housing units has been constructed on land to which the occupants have no legal claim or which they occupy illegally, or as unplanned settlements and areas where housing is not compliant with current planning and building regulations (unauthorised housing). These settlements vary significantly in size and topographical condition, and many are on private or stateowned property. Generally, informal settlements develop into a haphazard arrangement of dwellings and informal structures of varying construction types and materials some less sound than others. A survey conducted by the City s Solid Waste Department in 2011 put the number of households occupying informal settlements in Cape Town at 193 950. In recent years, the City has committed itself to an equitable approach to providing essential services of the highest possible standard to residents of all informal settlements in Cape Town. To this end, a consolidated database was established in 2006 that listed the (then) 223 informal settlements in Cape Town, and recorded the levels of service provided to each. The aim of this database was to prioritise service delivery to informal settlements. Between 2006 and 2011, this prioritisation of services saw the City provide infrastructure and services in line with, and often in excess of national service provision guidelines. The City s Framework for Informal Settlement Upgrading Master Plan was adopted by Council in May 2007, and outlines the process by which the City services, integrates and incrementally upgrades informal settlements within its area of jurisdiction. 26 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

THE CURRENT REALITY PARTNERING FOR IMPROVEMENT SETTING THE SCENE The framework focuses on, and is built around: the constitutional rights of people; the provision of essential services to settlements not receiving the minimum basic level of service; incremental upgrades (short-, medium- and long-term); the upgrade of informal settlements within a co-ordinated and multisector institutional environment; the management of informal settlements; the prevention of unlawful land invasion; the provision of capital and operating funding for all of the above; and the implementation of relevant communication programmes. Basic services to informal settlement dwellers In delivering essential services to Cape Town s informal settlements, the City faces a number of challenges, including theft of infrastructure, vandalism, intimidation of City employees, and illegal connections. Ongoing service provision is also impeded by a lack of human and financial resources, and the requirement to spend large amounts of available budget on repairs and maintenance of infrastructure, thereby limiting investment in new service provision. Despite these challenges, the City is committed to continuing the roll-out of services within informal settlements as conditions and budgets permit. Councillors and community leaders are encouraged to identify opportunities for the enhancement and extension of existing services. Such cooperation between local communities and officials is vital for the success of the City s plan to deliver equitable services to all informal settlement inhabitants. Incremental upgrade model Funded by Council & National Grants e.g. USDG Due to the conditions in certain informal settlements, such as Kanana, Barcelona and Europe, the conventional services cannot be installed, and therefore innovative and alternative long-term development options also need to be explored. Incremental upgrade of informal settlements The latest version of the informal settlements database indicates that there are 204 informal settlements in Cape Town. Most of these have now been surveyed and numbered for the purpose of prioritising service delivery and upgrade initiatives. As part of its Vision 2040 undertaking, the City plans to map all informal settlements within a clearly defined matrix that links each of them to available land parcels that might be utilised for the purpose of upgrading and de-densifying settlements and enhancing service delivery. Vision 2040 aims to achieve the total consolidation and transformation of informal settlements into integrated human settlements with secure tenure, supported by social and economic amenities that ensure self-sufficiency. The vision is informed by a number of City strategies, including the following: Strategy 2016 The strategic intent of the current administration to meet, during its term of office, the basic service needs of 80% of households in informal settlements and the flood mitigation requirements of 60%. Strategy 2020 The longer-term strategy to meet the basic service needs and flood mitigation requirements of 90% of households in informal settlements, with shared services at a 1:4 ratio. Strategy 2030 The planned provision of full services to 80% of households living in informal settlements on a 1:1 basis. IMPROVING EXISTING LIVING CREATING NEW LIVING OTHER STRATEGIC INITIATIVES DIRECTORATE STRUCTURE AND FUNCTIONS Level of Service Relocate ESSENTIAL TEMPORARY In permanent areas for in situ in future REBLOCKING BASIC FULL SERVICE Incremental Upgrade Programme TOP STRUCTURE Tenure R3 500 R7 500 R14 800 Max Cost (Balance of Subsidy) LEGISLATION AND PLAN INTEGRATION ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 27

IMPROVING EXISTING LIVING The Rondevlei housing development adjacent to Lavender Hill will provide housing for residents of Cuba Heights informal settlement. The achievement of Vision 2040 will effectively mainstream informal settlement households as economically and socially active citizens of Cape Town. It will do so by affording these households the lifestyle security that comes with tenure, and the option and ability to create their own opportunities to improve their living conditions. The success of this endeavour will depend on effective partnerships, the creation of human capital within settlements, and the empowerment of all affected stakeholders to participate in their own future development. The specific programmes that will be used to deliver this vision include, but are not limited to: the UISP; the emergency housing programme (temporary relocation and incremental development areas as products); reblocking; the basic services programme (in collaboration with the City Utilities Directorate); and the electrification programme (in collaboration with the City Utilities Directorate). More details of these programmes can be found throughout this five-year plan. This incremental informal settlements upgrade plan will include the following key steps: Providing solutions that prevent the establishment of new informal settlements, and the further densification of existing ones. Providing recently established informal settlements with all necessary services. Reblocking informal settlements where appropriate and feasible, so that: space can be created to improve levels of service; access ways can be developed to allow service vehicles to attend to service needs; sufficient distance is provided between structures to prevent quick spreading of fires; and the safety and security of residents, and particularly of children, can be enhanced. Implementing the actions of the UISP. Temporary relocation and Incremental Development Areas (IDAs) Temporary relocation areas (TRAs) are parcels of land that have been developed for families who are in need of emergency housing. A combination of urbanisation, population growth and climate change impacts has meant that demand for this type of accommodation is increasing. Consequently, the City has embarked on various initiatives to establish more of these temporary housing opportunities. Examples of IDAs: Families in Masonwabe flats, Gugulethu (dilapidated buildings that had to be demolished), were moved to serviced sites with emergency housing structures. Families living in the flood-prone area of Sir Lowry s Pass Village were relocated to appropriate land in the same area where one-on-one services could be provided. 28 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

THE CURRENT REALITY PARTNERING FOR IMPROVEMENT IMPROVING EXISTING LIVING LEGISLATION AND PLAN INTEGRATION DIRECTORATE STRUCTURE AND FUNCTIONS SETTING THE SCENE Families from Skandaalkamp and Rooidakkies on the Vissershok landfill site will be relocated to Wolwerivier. Provision will be made for approximately 500 families. As there is not yet any infrastructure in the area, alternative solutions for sanitation need to be explored. Further IDAs are listed in Annexure 1. Enhanced emergency housing kit The City provides an emergency housing kit to households who have been left entirely homeless as a result of a major fire or flooding, and who do not have the means to immediately rebuild their homes. The current kit was found to be inadequate for various reasons, particularly the fact that it provided very little protection from the weather and criminal activities. In March 2013, Council approved an enhanced emergency housing kit. Informed by past experience and discussions with local community leaders, this enhanced kit will create a shelter that is more dignified and secure against the elements and intrusion. The materials used for the provision of the enhanced shelter will be sufficient to build a basic dwelling of at least 3 m x 3 m in size. Although small, this will offer protection against inclement weather and criminal elements, and could form the base of a future, bigger structure. In addition, to retard the spread of fires, all wooden materials (poles, door and window) and corrugated sheets will be painted with an approved fireretardant paint prior to delivery. The cost of an enhanced kit is estimated at R3 670 (excluding VAT), compared to the cost of approximately R972 (excluding VAT) for the previous kit. The new tender for the supply of the emergency kits makes provision for kits to be delivered at the site of the emergency, and only a predetermined amount of kits will be stored at City premises, for use when supplies are not available. The Human Settlements Directorate is also preparing a draft framework for the provision of the enhanced emergency housing kit, which will guide provision of the kit in cases of fires and floods. This framework will be concluded during the 2013/14 financial year. In terms of the National Housing Code and in agreement with the Western Cape Government requirements, the funding for the materials for the enhanced emergency housing kit will be sourced from the City s Human Settlements Development Grant (HSDG). As the additional kits will be funded from the currently fully committed Medium-Term Revenue and Expenditure Framework (MTREF), it must be noted that this initiative will affect the delivery of top structures (such as PHP projects) that currently appear on the draft budgets. CREATING NEW LIVING OTHER STRATEGIC INITIATIVES The City put together an enhanced emergency housing kit for households who have been left homeless after fire or flooding. EPWP workers assembling a dwelling with an enhanced emergency housing kit. ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 29

New Settlements project using innovative methods The Ocean View stone village subsidy housing project is the first of its kind in the country using natural materials found on site and using local unemployed residents trained in the craft of stonemasonry. Table Mountain sandstone found on the site was shaped by local labour after being trained in the craft of stonemasonry. The shaped sandstone was layed in the walls of the houses by local residents trained as bricklayers. One of the 543 stone and brick houses in Ocean View available for qualifying beneficiaries from the area. 30 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

Creating new living environments Land planning and acquisition for human settlements 32 New and mixed-use developments 33 Ocean View stone cottages, an innovative housing project using EPWP workers from the area. CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 31

CREATING NEW LIVING The City not only thinks of ways to adapt existing Cape Town, but rather of ways in which to transform it into a new city one with full interconnectivity to adjacent cities, towns and provinces across the country. So, while much can be achieved in improving current efficiencies, new, modern infrastructure and technology need to be introduced and harnessed, particularly in terms of new, socalled greenfields human settlements developments. While the City is firmly committed to a policy of densification (and therefore compacting), it is not widely realised that the state-driven housing projects in Cape Town are already among the most dense in the city. Some of the historical projects built by the state for low-income families have higher densities than the metropolitan s average 7,7 dwelling units per hectare. The same is true of the City s informal areas, which as a rule, are denser than both formally built areas and the urban average. As a whole, informal areas are at 77 dwelling units per hectare, while the target for Cape Town is 25. Land planning and acquisition for human settlements Land planning The availability and readiness of developable land underpin any successful housing programme, and must be planned for accordingly. Such planning occurs at the following three levels: Corporate planning and the Built Environment Performance Plan (BEPP) This planning function within the Directorate operates at various levels, the first of which is concerned with providing inputs into corporate planning processes. At this level, the Human Settlements function is to co-ordinate with various other planning processes, such as the City Development Strategy, the draft Economic Development Strategy, the Urbanisation Strategy and others. It also includes more focused geographic planning efforts, such as the Voortrekker Road corridor strategy or work on the integration zone. National Government has introduced the USDG, which is a block grant to all metropolitan municipalities in South Africa. Its purpose is to supplement capital investment in municipal infrastructure. Annually, the receiving municipality must state how it intends using the funds, and also illustrate how such spending is expected to improve the overall performance of the built environment. To fulfil this requirement, an annual BEPP is prepared by the Directorate. The BEPP seeks to highlight the infrastructure implications of existing urban plans, such as the IDP, the Metro Spatial Development Framework, and the Metro Transport Plan, while assessing whether past spending is in fact bringing about greater sustainability, relieving poverty and resulting in greater economic growth. The site of the Pelican Park integrated development that will include schools, a clinic and library, as well as a shopping centre. On completion, it will house 3 200 mixed-income families. 32 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

THE CURRENT REALITY PARTNERING FOR IMPROVEMENT SETTING THE SCENE Structure planning This medium-level planning function involves layout planning and the subdivision of larger tracts of land. It paves the way for activating projects in future by planning, budgeting and implementing bulk infrastructure works. Two such efforts will be undertaken in the coming year at Macassar and Darwin Roads. These will be followed by detailed project planning and eventually the building of housing opportunities. Site planning Site, or local, planning is the precursor to issuing construction tenders with a specific objective of unlocking land for IDAs. It focuses on obtaining land use approvals and environmental authorisations. These processes are increasingly being decoupled from development, since regulation has become inordinate, and paperwork can take up to 18 months. In the coming five years, six parcels of land across the city will be planned in this way, specifically with a view to obtaining areas for emergency relocation as well as some new housing opportunities. Planning for parcels of land in Strandfontein, Macassar, Bloekombos and Atlantis will begin in the coming year. Land acquisition Without adequate and suitable parcels of land, no new housing projects can come on stream. Initially, vacant sites are identified by the community or by local townplanners as having the potential for development. Closer inspection then takes place to reveal whether the acquisition should occur through purchase, a transfer (including devolvement) or the reservation of the site. In his budget speech, the Minister of Human Settlements committed to devolve all state-owned land suitable for housing development. Purchasing land In the past five years, the City has bought approximately 300 ha of land. The majority of this is for long-term banking as a way of meeting the housing needs of future generations of Capetonians. In many cases, however, the purchases have also been for immediate project roll-out, such as in Hout Bay, where housing demand is high and vacant space in short supply. Each year, an amount of roughly R30 million is provided for on the City s budget. Depending on price and location of available land, this typically secures about 50 ha. Large parcels of land such as Wingfield and Swartklip have been discussed as being ideal for human settlement for a number of years, and once the opportunity for their acquisition arises, special budgeting arrangements will need to be made. All of the above measures constitute planned or proactive acquisitions. Each year, one or more unforeseen land purchases are also made. The need for this tends to arise as a result of a crisis, such as the recent situations in Sweethome and Doornbach, where service installation is urgently required, but the landowner is unable to oblige. Clearly, in such situations, the land is not suited to longterm occupation, and the people need to be relocated. Land transfers Land owned by another sphere of government or by a state enterprise, and which is surplus to that government sphere or enterprise s needs (i.e. not core to its mandate), is often suited for development. In such cases, the owner is approached with the aim of securing a transfer between the relevant organs of state. At times, this involves some compensation, but typically (as in the case of a piece of Transnet land in Sir Lowry s Pass Village acquired by the City last year), the asset transfer is viewed as a gift. Currently, several transfers are being pursued, specifically from the Western Cape Departments of Education and Public Works. As many as nine such sites have already been released in the last three years, primarily in areas with pressing housing problems such as Elsies River, Belhar and Khayelitsha. A schedule of properties to be devolved to Council is also being drawn up. There is a range of reasons for such devolvement, the primary one being to normalise a historical situation. The former tricameral system has left a legacy of irregular land holding. For instance, homeownership stock that was sold by Council still appears in the name of the Western Cape Government, which means that title cannot be registered in the buyer s name. Several devolvements have been processed in the last three years in Retreat, Hout Bay and Grassy Park, while others are still being processed by the state attorney. Land reservations Where Council already holds title to a specific tract of land, a reservation is placed on it. This is a simple case of co-ordinating between line departments within the City. For instance, land that is no longer needed by a line department, but that is suited to low-cost housing development, should not be sold on the open market, but rather used for this important purpose. In such a case, a reservation secures the land for the purpose of low-cost housing. In the process, the reservation can also flush out several possible encumbrances, because the reservation request is circulated to all line departments for comment, who are able to indicate any material interests they hold in the land. Sites with live leases or servitudes registered over these are thus parked for reconsideration in years to come. Approximately 20 reservations were requested in 2012, with many more in progress. New and mixed-use developments The City is responsible for the development of new integrated human settlements that are aligned with the national housing programmes as stipulated by the National Housing Code, and are also informed by the City s IDP and Spatial Development Framework. Such human settlements developments are aimed at providing new housing opportunities for households which depend on the state for their housing needs. IMPROVING EXISTING LIVING CREATING NEW LIVING OTHER STRATEGIC INITIATIVES DIRECTORATE STRUCTURE AND FUNCTIONS LEGISLATION AND PLAN INTEGRATION ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 33

CREATING NEW LIVING The alignment of all formal housing delivery mechanisms is important to ensure a range of housing typologies that provide various location and ownership options to housing beneficiaries. These are not only provided directly by the City as a developer, but also in partnership with the private sector through Section 21 compliance with the requirement to provide social housing, and in partnership with non-governmental organisations to assist with consolidation and PHP roll-out. The dedicated Technical Services Department assists with the planning and delivery of community facilities and social amenities to give effect to the Directorate s vision of integrated, opportunity-driven human settlements. By providing such integrated human settlements, the City ensures a complementary and balanced approach that has the best potential to provide for the long-term needs of Cape Town s communities, particularly in respect of the provision of municipal services and community facilities. While the delivery of low-cost housing is a core function of the Directorate, this deliverable is premised on the availability of land and budget. The focus is however shifting towards addressing settlement inefficiencies through the development of integrated human settlements that contribute to a more compact settlement form by providing a range of inclusionary housing opportunities, combined with community and socio-economic opportunities for those who will occupy them. Balancing quality with high density Identifying infill sites for new developments within the existing communities is a priority, and densification has been necessitated by the scarcity and high cost of suitable land as well as the inefficiencies of existing spatial patterns. The design guidelines for infill developments require smaller erven, with a focus on well-designed open and street spaces. Building to higher densities results in significant savings on the unit cost of land and infrastructure, which can in turn be utilised to fund the enhancement of public and street spaces for the benefit of the community. New settlement layouts are predominantly north-facing, allowing effective passive solar design of buildings, an increase in comfort levels, and a reduction in energy needs. Community involvement in decisions with regard to the planning and design of new housing projects is a priority. This new housing development in Scottsdene will provide new rental units. 34 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

THE CURRENT REALITY PARTNERING FOR IMPROVEMENT IMPROVING EXISTING LIVING SETTING THE SCENE The budget available for each housing opportunity is fixed and made known to tenderers. Enhancement schedules are also provided as part of the tender documents to encourage bidders to add value by providing more than the standard 40 m² units prescribed by the National Housing Policy. These enhancements, which often include boundary walls, solar water heaters, etc., have the potential to add numerous benefits to the ultimate beneficiaries of the housing opportunities, and form a key component of the City s transition from mere housing provision to integrated human settlements. Funding for a full range of housing opportunities The City s integrated human settlements developments are aligned with the national housing programmes stipulated in the National Housing Code, and are also informed by the City s own spatial development planning frameworks. As such, the City aims to deliver housing opportunities over the full range of housing types supported by the National Department of Human Settlements funding programmes. These include the following: UISP stages 1 to 4, yielding fully serviced sites; UISP stage 5, delivering top structures on alreadyserviced sites; IRDP, which makes it possible for the City to install services in developments that include not only subsidised housing, but also privately owned, bonded housing and commercial/retail developments, as well as community amenities and institutions; PHP, which supports groups of beneficiaries who already hold title to land in constructing top structures; CRU programme, facilitating the funding of highdensity rental accommodation on well-located land, and the transformation of the City s stock of hostels, which originally provided accommodation for between 15 000 and 20 000 contracted migrant labourers; and National housing programme for farm residents, facilitating on-site or off-site housing for farmworkers. Apart from the PHP, all of the above initiatives depend on the identification of appropriate land and its release for development. In the case of farmworker housing, discussions were held with farmers from the Durbanville area in early 2012, and the housing needs of farmworkers will be considered in the future. Affordable housing in the gap market As is now well understood, families earning between R3 500 and R15 000 per month constitute a gap in the housing market that remains unserviced by both the private market and the state. Against the backdrop of the substantial structural changes being felt by Cape Town s economy, accompanied by a severe decline in blue-collar jobs and a general slowdown in employment, this gap is becoming increasingly glaring and potentially devastating for those who fall within this income range. The City has therefore implemented a strategy to deal with this problem through a combination of loan-funded gap housing and a consumer self-help programme. Loan-funded houses The City facilitates this kind of housing by releasing land and/or providing institutional housing subsidies. In return, the developer is required to deliver solutions that fit into the gap price and qualification brackets. The buyer is required to contribute loan finance. Various modes of delivering these kinds of solutions have been piloted in Cape Town, with varying success. It is hoped that in the next five years, between 200 and 250 such gap solutions will be delivered annually. Plot and self-help programme In this programme, a fully serviced site is sold to people wanting to build their own home at their own pace. This solution is specifically targeted at those who cannot rely on qualifying for a home loan, but who may have other forms of credit, assistance from their employer, or their own building skills. The land is discounted, in return for which no speculation is allowed. Since the R3 500 qualifying threshold for state subsidies has not been adjusted for a number of years, the number of families seeking this kind of support has grown immensely in recent times. Therefore, the City recognises it as a programme that should be upscaled in the years to come, and it is hoped that between 200 and 250 pilots per year can be sold on this basis. Institutional housing The institutional housing programme aims to develop affordable ownership houses for households with a maximum monthly income of R3 500. The programme utilises Government s institutional subsidy and a top-up loan. For example, a house valued at R200 000 is built through a R80 000 top-up government subsidy and a R120 000 loan amount. CREATING NEW LIVING OTHER STRATEGIC INITIATIVES DIRECTORATE STRUCTURE AND FUNCTIONS LEGISLATION AND PLAN INTEGRATION ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 35

CREATING NEW LIVING The Bothasig social housing project consists of 120 rental units available to families on the City s housing database. Currently, the Cape Town Community Housing Company (CTCHC) is the only institution in Cape Town that is able to provide houses within this programme. The CTCHC provides the beneficiaries with the top-up loan through a purchase agreement between the CTCHC and the beneficiary. The loan period is 25 years, and the instalment is approximately R1 000 per month. Examples of houses that have been built through this programme are the 330 in Morgan s Village Phase 1, the 2 341 built in Morgan s Village Phase 3, the 800 currently being built in Harmony Village. People s Housing Process This category of housing opportunity refers to beneficiaries who maximise their housing subsidy by building or organising the building of their own homes through a process that includes the establishment of a community support organisation. The National Housing Code defines the PHP as a government housing support programme that assists households who wish to enhance their houses by actively contributing towards the building of their own homes. The process allows beneficiaries to establish a housing support organisation that will provide them with organisational, technical and administrative assistance. Training and guidance on how to build houses are also supplied. Participation in the process is regarded as a contribution towards the achievement of their housing opportunities and the compulsory requirement for a financial contribution is thus not applicable. One of the most important elements for a PHP consolidation project is that the beneficiary must be the property owner (title deed holder) or must be in possession of a signed deed of sale from the City. The City monitors a considerable number of PHP projects, and is the leading metropole in this regard. New rental housing The City provides either direct or indirect new rental housing opportunities. This means that it provides either new CRUs under City management, or social rental housing under the management of social housing partners with whom the City has agreements. Social rental housing The City s social housing programme aims to develop affordable rental accommodation for households with a maximum monthly income of R7 500. The programme utilises institutional and capital subsidies available in terms of the national housing programmes. Delivery occurs through the social housing institutions that have entered into partnership agreements with the City to build and manage the housing developments on the City s behalf. To date, the City has completed three social housing projects in Steenberg, Koeberg Road and Bothasig. In addition, there are currently more than 20 social housing projects in the planning stage, as indicated in the housing project schedule (Annexure 1). 36 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

CREATING NEW LIVING OTHER STRATEGIC INITIATIVES DIRECTORATE STRUCTURE AND FUNCTIONS IMPROVING EXISTING LIVING PARTNERING FOR IMPROVEMENT THE CURRENT REALITY SETTING THE SCENE A gap-market show house in Pelican Park. On completion, the development will have state-subsidised houses, single-storey semi-detached gap houses and double-storey houses. Restitution of land rights The land restitution programme is a constitutional imperative (see Section 25(7) of the Bill of Rights), which aims to restore the land rights of, or provide just and equitable redress to persons or communities who were dispossessed of land after 19 June 1913 due to past discriminatory laws and practices. The Land Restitution Unit within the Human Settlements Directorate is responsible for negotiating and tracking progress in respect of those restitution cases that involve City-owned land. The specific function of the Unit is to manage the return of Council-owned land on which there is a restitution claim. In cases where this is not possible because the land has been fully developed, alternative land owned by Council in the vicinity of the claim is identified and made available. The City has to date approved the return (restoration) of 11 parcels of land to 11 groups of claimants. These restitution group claims are Richmond Park, District Six, Claremont, Welcome Estate, Crawford, Protea Village, Tramway Park, Dido Valley, Constantia, Macassar and Emavundleni. The next step in the restitution process is to develop these restored land parcels. However, this can be a challenging and lengthy process given the varying requirements and desires of stakeholders. The City is therefore working closely with the Land Claims Commission in developing these land parcels. Good progress is being made in this regard on the Richmond Park and District Six land claims, with development plans for the areas having been submitted for approval. It is hoped that most of these restitution land parcels will have been developed over the next five years. Adapting human settlements to the natural environment Cape Town s residential areas are particularly vulnerable to the effects of climate change, especially the concomitant increase in the incidence of natural risks such as flooding, gale force winds, torrential rain and extreme temperatures. Residential developments built on flood and coastal plains are particularly at risk of flood damage due to heavy rainfalls or coastal storm surges. While due cognisance is now taken of these factors in future human settlements planning, existing structures and communities are still under threat. Informal settlements located below the flood-lines of rivers are especially susceptible to flooding. Poorly constructed low-cost housing and informal settlements are vulnerable to heavy storm conditions, which are likely to increase in both frequency and intensity in future. The financial losses resulting from these are a further burden to the poor and, in some cases, affect their very livelihoods. Against this backdrop, it is critical for the City to consider how climate change will affect houses, settlements, communities and individuals going forward. LEGISLATION AND PLAN INTEGRATION ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 37

CREATING NEW LIVING The resilience of houses depends on design, maintenance and a multitude of external and internal stressors. The impact of climate change on settlements as well as individual houses (both private and City stock) is expected to be significant. Many of Cape Town s houses and settlements are already under pressure as a result of population growth, high levels of poverty, and inadequate maintenance due to neglect and affordability issues. These stressors will be exacerbated by the effects of climate change, and the vulnerability of the housing sector will escalate. For occupants and property or homeowners, this may manifest in unsafe living environments, risks to health and general well-being, increased maintenance and insurance costs, future insecurity and, in the worst-case scenario, structural damage and loss as well as risks/dangers to human life. The increased stress on existing houses that were built to standards that pre-date current and projected climate conditions may result in the need for renewal, replacement and, in some cases, relocation. All future developments should therefore be designed to withstand the anticipated effect of climate change and indeed, to limit any negative contribution to climate change that may result from their construction and maintenance. Most of these initiatives relate to harnessing the power and cost-efficiencies of renewable energy through the use of solar devices to heat water and warm houses. Natural shading is also maximised to assist with the cooling of living environments in summer. As far as reasonably possible, the street plans for new developments are laid out in such a way as to maximise the number of houses with north-facing aspects to ensure maximum sun in winter and facilitate natural cross-ventilation by the prevailing south-east winds during the hot summer months. Windows on the north-facing facades are shaded against the midsummer sun, but are typically larger than standard to maximise winter sunshine. Although not required by national standards, City contractors are encouraged to include solar water heating systems in their tender offers. The Directorate also welcomes innovative suggestions regarding green technologies, but while many such green innovations and devices are presented annually, few can be acquired due to the often high purchasing and implementation costs. The main impacts on physical housing structures have been identified as: increased energy consumption (and costs); increased carbon emissions; human health effects of rising temperatures and windblown particulates; increased risk of damage due to more frequent and intense extreme events (such as high winds, storms and flooding); increased damage from flooding and erosion; and increased fire risks due to extended dry spells and higher temperatures. The City is aware of these risks and impacts and as this plan indicates, undertakes all human settlements actions with due awareness and consideration of their environmental and social sustainability implications. The Directorate is also committed to aligning its activities with the City s Climate Change Adaptation Plan of Action, and has instituted a number of initiatives in response to this plan. The Witsands housing development in Atlantis is an integrated Energy Environment Empowerment-Cost Optimisation (ieeeco) housing project. Atlantis residents receive the keys to their houses in Witsands. 38 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

OTHER STRATEGIC INITIATIVES Ensuring title 40 Housing consumer education 41 Housing database 41 Human Settlements call centre 42 Accreditation and national housing programmes 42 Job creation through the Expanded Public Works Programme (EPWP) 43 Policies 43 Reporting, monitoring and evaluation 43 Title deeds handover in Statice Heights, Kewtown, Athlone. CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 39

OTHER STRATEGIC INITIATIVES Ensuring title Creating property owners through title transfers An initiative to sell City rental stock to tenants is currently under way. The primary focus of the campaign falls on approximately 14 686 rental units that are still regarded as saleable. Qualifying tenants with a joint income of less than R3 500 per month are eligible for a state discount of up to R88 228 in respect of the purchase price, rental and services arrears. The City will also contribute 50% of the total transfer costs up to a maximum of R500 per transfer for those qualifying tenants with a joint income of between R0 and R7 000 per month. Delayed sales Previously, the City sold a number of dwellings on a delayed transfer basis, with loan repayments over 20 or 30 years. These dwellings comprised built for sale units, components of City self-help schemes, as well as saleable rental stock, of which approximately 20 000 units still need to be transferred. The properties are only transferred once the purchase price is paid in full and any arrears on the housing loan account have been settled. Purchasers also receive a subsidy towards the transfer cost based on their income. Site-and-service transfers Over 2 000 serviced sites in Khayelitsha and Nyanga (Crossroads and Brown s Farm) still need to be transferred to the original beneficiaries or the persons in occupation of the sites. Since many of the original beneficiaries no longer occupy these sites, the City has approved a policy that provides for a process of cancelling the existing deeds of sale applicable to beneficiaries who are no longer in occupation of the site-and-service properties, as well as screening the current occupants for possible transfer. A number of sites in Nyanga are still registered to the Western Cape Government, and negotiations are in progress to transfer them. Title to land South Africa s National Housing Policy is premised on freehold tenure. This means that beneficiaries of state support get access not only to a house, but also to the piece of land on which the house stands, which should be registered in their name at the registrar of deeds. In the past, output figures and rapid delivery received top priority, while the less visible paperwork was neglected. This resulted in many beneficiaries still not having received title to their land. A process is now in place to remedy the situation in Cape Town. There are three legs to this remedy: Historical housing projects that have been completed in terms of construction, but were not properly registered at the deeds office, are being finalised retrospectively. Agreements of sale for the transfer of ownership to longstanding tenants of Steurhof, Diep River. The registration process on current housing projects is being streamlined to ensure that title is issued as part of the project roll-out. In respect of Council stock that is being transferred to home buyers, a separate process is being driven by the Department of Existing Settlements. An enquiry was conducted into the legacy projects to determine the position with each. The major reasons for the historic failure to issue title deeds were found to be as follows: Township establishment applications are not yet concluded. The general plan remains unapproved. Township registers remained unopened. Sale agreements remain unsigned by beneficiaries. Beneficiaries have not been traceable. Beneficiaries have not repaid their loans. Land zoning issues (especially in Khayelitsha, which remains subject to the Black Community Development Act). Most often, these processes have been left incomplete because conveyancing appointments expired, conveyancing funds of the housing subsidy ran out, and/or clarity could never be obtained about original landownership. These problems are now being dealt with in the old legacy projects of Tambo Square 2, Old Wallacedene Phase 10, Nyanga, Mfuleni 3 and 4, Bloekombos Phase 2, Masiphumelele, Lwandle, Nomzamo and Phumlani. Remediation is complex, as it involves the City, the relevant attorneys, the former developers, the state attorney, and 40 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

PARTNERING FOR IMPROVEMENT IMPROVING EXISTING LIVING THE CURRENT REALITY SETTING THE SCENE Proud Statice Heights residents with the title deeds of their homes in Kewtown, Athlone. the Western Cape Government. It also presupposes that the entitled beneficiary can be located. Despite this, a measure of success has already been achieved, as outlined in the table below: Table 1.8: Progress with title transfers PROJECT TRANSFERS IN PAST FINANCIAL YEAR TRANSFERS EXPECTED UP UNTIL 30 JUNE 2013 1 Phumlani 50 10 2 Bloekombos 0 40 3 Wesbank 501 600 4 Nomzamo 443 100 5 Marconi Beam 235 60 6 Wallacedene 500 987 Housing consumer education The fundamental objective of the housing consumer education programme is to educate and empower housing consumers or beneficiaries on their options, rights and responsibilities, and to raise awareness and promote behavioural change through communication and education. The topics discussed during the training sessions cover a range of issues pertaining to the beneficiary s needs, including: tenure options; affordability and savings; government housing subsidies and other housing assistance; housing development processes and procedures; and contracts, and the consequences of breach of contract. Enhancements to this training material are being developed, and will include a number of environmental sustainability topics such as waste disposal, recycling, energy saving, water and climate change, practical steps to save water, and food gardening. This collaborative arrangement is in line with the City s Energy and Climate Change Action Plan objectives. Since the programme s inception in 2006, more than 3 000 beneficiaries have been trained, with sessions taking place in Macassar, Brown s Farm, Lwandle, Nomzamo, Khayelitsha, Atlantis, Tafelsig, Mitchells Plain, Kewtown and Melkbosstrand. Housing database In the early 2000s, the City developed a housing database system, which went live in June 2006. It comprised approximately 15 housing waiting lists from the former municipalities, which now all form the metropolitan area. This integrated housing database system is housed on a central server, and is accessible from all the City s housing offices through the City s intranet. The database has undergone a major upgrade to bring it in line with recommendations that resulted from two audits, and also to align it more closely with the requirements of the revised allocations policy. CREATING NEW LIVING OTHER STRATEGIC INITIATIVES DIRECTORATE STRUCTURE AND FUNCTIONS LEGISLATION AND PLAN INTEGRATION ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 41

OTHER STRATEGIC INITIATIVES The purpose of the housing database is to provide an accessible resource of all beneficiaries of the City s various housing programmes through a single, centrally managed list. The housing database is principally used for the allocation of vacant rental housing managed by the City, and the allocation of housing in terms of the state s Breaking New Ground (BNG) housing programme. The City s social and gap housing partners also make use of the housing database to source beneficiaries, while the Western Cape Department of Human Settlements has used it to source a portion of its beneficiaries for the N2 Gateway housing project as well as housing projects at Nuwe Begin in Blue Downs and Our Pride in Eerste River. As at 29 April 2013, the following records were held on the housing database: Applicants still awaiting housing opportunities (276 920 applicants) Applicants already assisted with housing opportunities by the City or former municipalities (57 349 applicants) The figure of applicants still awaiting housing opportunities dramatically differs from the previous financial year. A clean-up took place where the full database was compared to the City s Land Information System, as well as the National Housing Subsidy System as well as other national datasets, such as that of Home Affairs. Approximately 10 000 new applicants are registered annually. All informal settlements where work takes place are also registered. Backyarders are also registered where the backyarder programme is rolled out. Registration drives are undertaken where new housing projects are started. Approximately 110 000 updates were done during 2012/13. Human Settlements call centre In line with the City s drive to be highly customer-centred, a dedicated Human Settlements call centre was launched at the start of 2013. Currently, the call centre is still in its pilot phase and deals mainly with database queries, but its areas of operation will be expanded to deal with broader housing issues once the pilot phase is completed. Accreditation and national housing programmes The National Housing Programmes Department was originally established to ensure that the City delivers on its accreditation mandate. Subsequent to the creation of the Department, the City also became the recipient of the USDG, which is received directly from the National Department of Human Settlements. This grant has various applications, but is predominantly aimed at supporting the City to deliver on the targets encompassed in National Outcome 8. To facilitate the application of both nationally allocated grants (the USDG and the HSDG, which relates to the City s accreditation mandate), the administration of the USDG (registration and approval of projects) was also included in the mandate of the City s National Housing Programmes Department. The departmental structure was approved by Council on 1 September 2011. The City and the Western Cape Department of Human Settlements have signed an implementation protocol and finalised the deed of delegations that formally transferred the authority for approval of projects under the HSDG to the City. The USDG is paid directly to the City, and therefore all processes and delegations pertaining to this grant had to be approved by Council. Council approved the process for the assessment and approval of USDG projects as well as the related delegations to the Executive Director: Human Settlements, and subsequently approved the inclusion of HSDG projects in this process and the delegations. Although the approval of HSDG projects is encapsulated in the accreditation framework, current legislation necessitates that the provincial minister approves all projects where the municipality is the developer. Therefore, the City submitted a list of projects in line with its five-year plan to the Western Cape Minister of Human Settlements for approval. This list was approved, opening the door for the City to further administer these projects as, and when, they become implementation-ready. Incorporated into the above approval process is a Project Review Committee (PRC), which considers all projects and makes recommendations to the Executive Director. The first meeting of this committee took place on 24 October 2011. Projects submitted to the PRC are considered against the key deliverables of National Outcome 8, which are as follows: Accelerated delivery of housing opportunities Access to basic services Efficient utilisation of land for human settlements development Improved property market Projects without a direct link to the above deliverables are still considered, and are measured against the USDG policy framework, such as the rehabilitation of existing infrastructure. In terms of the HSDG, projects are also measured against the policy guidelines as contained in the National Housing Code. Apart from the administration of USDG and HSDG projects, the NHP Department s main focus is to ensure compliance with all conditions of Levels 1 and 2 accreditation as well as with those responsibilities devolved through assignment. It was decided at national level to follow the route of assignment through intergovernmental relations legislation rather than Level 3 accreditation through the Housing Act. To ensure full functionality in terms of the aforementioned, the City has also gained access to the Housing Subsidy 42 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

LEGISLATION AND PLAN INTEGRATION SETTING THE SCENE System (HSS) and has commenced also to fulfil the subsidy administration role. The link to the HSS is established through the provincial database. As the HSS is managed at a national level, this presents a strong partnership arrangement between the three spheres of government. The effective functioning of this Department largely relies on strong partnerships with internal line departments, as well as the Western Cape and National Government. Links with social housing institutions, the Social Housing Regulatory Authority (SHRA) and the National Home Builders Registration Council (NHBRC) will also become more critical as the City takes over the administration relevant to these entities. Although accreditation and assignment do not equate to more funding being available for human settlements delivery, and therefore will not result in more houses being built within any given fiscal year, this does give the City full control over the budget allocated to it, as well as over the administration of projects. This will enable more effective prioritisation and efficiencies in the administration, and more streamlined approvals of projects and subsidies. Job creation through the Expanded Public Works Programme (EPWP) The Human Settlements Directorate helps the City to address unemployment through the creation of temporary jobs as part of the EPWP when executing its projects and programmes. Through an integrated human settlements strategy, economic empowerment of beneficiary communities can be strongly supported by the introduction of contractor development programmes for large, multiyear projects and programmes, and the facilitation of access to project-specific incidental opportunities. The Directorate provides job creation opportunities in line with the City s corporate initiatives. To ensure the achievement of targets, the Directorate monitors implementation on a monthly basis. This also includes the necessary quality review and evidence base to supplement all statistics submitted for reporting purposes. Policies Existing policies are periodically reviewed or new policies developed as needed. Currently, the Human Settlements Directorate is reviewing its Housing Allocation Policy, as well as drafting new policies on employer-assisted housing, public/community-based institution agreements and the clean-up of the City s housing database. Reporting, monitoring and evaluation Politically, the Directorate reports to the Human Settlements Portfolio Committee, which is responsible for policy development and the monitoring of policy implementation. Monthly portfolio committee meetings are held, where reports on various items relating to the functional area are presented. These detailed reports can be found at www.capetown.gov.za/en/councilonline. On a quarterly basis, reports on performance against predetermined targets are also submitted. Systems are in place to verify these data and the associated evidence used to validate outputs. In addition, the City is subjected to both internal and external audits in line with good governance principles. These audits verify that the existing checks and balances can sufficiently verify deliverables. All systems are regularly reviewed and updated. THE CURRENT REALITY PARTNERING FOR IMPROVEMENT IMPROVING EXISTING LIVING CREATING NEW LIVING OTHER STRATEGIC INITIATIVES DIRECTORATE STRUCTURE AND FUNCTIONS A resident of Siqalo informal settlement on Vanguard Drive in front of his shop. ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 43

OTHER STRATEGIC INITIATIVES The Project Review Committee considers all USDG and HSDG-funded projects and makes recommendations to the Executive Director: Human Settlements. Back row from left: Faika Martin (Administrative Officer 3); Jens Kuhn (Manager: Housing Land and Forward Planning); Antoinette Markram (Senior Legal Advisor); Leeroy May (Manager: MIG); Schalk de Jager (Senior Professional Officer); Joseph Fillies (Administrative Officer 3). Front row from left: Surita Pentz (Manager: National Housing Programmes); Barbara Stevens (Head: Projects & Contracts); Alida Kotzee (Director: Strategy, Support & Co-ordination); Wayne Muller (Director: Housing Finance & Leases). Content to be agreed Project managers presenting their project applications for funding approval to the Project Review Committee. 44 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

DIRECTORATE STRUCTURE AND FUNCTIONS Any brick-and-mortar structures provided by the City must be of a densified nature. CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 45

DIRECTORATE STRUCTURE AND FUNCTIONS The need for the Human Settlements Directorate structure to be more aligned with its strategy functions had led to the new structure being approved by Council in February 2013. This new structure, which will be phased in, will enhance working relations within the Directorate, and is based on aligning functions more closely with the strategy. A brief summary of each of the departments and business units in the Directorate is provided below. Strategy and Planning Department Land Forward Planning and Co-ordination This business unit is responsible for: land planning and acquisition programmes for short-, medium- and long-term human settlements projects; environmental impact assessment and rezoning; managing and controlling the land information/data management system; managing and facilitating the conclusion of title deeds, transfers; the conversion of leasehold titles to title deeds, as well as legacy cases, which include serviced sites that need to be transferred; and identification and acquisition of brown buildings (old/ other use) to be redeveloped for mixed use. Policy, Research, Integration and Compliance This business unit is responsible for: managing and co-ordinating the development and reviewing of human settlements policies and strategies, including the Integrated Human Settlements Five-Year Strategic Plan, IDP and annual report inputs, and the BEPP; and ensuring the alignment of the City s human settlements policies with provincial and national directives and guidelines, as well as compliance with relevant legislation. National Housing Programmes and Accreditation Management This business unit is responsible for: managing the planning, identification, packaging and budgeting of programmes and projects; managing, co-ordinating and administering housing programmes and projects; and technical monitoring and quality assurance by assessing all housing projects to ensure compliance with accreditation and assessment criteria. Development and Delivery Department Facilitation and Implementation This business unit is responsible for: managing the identification and planning (designing), facilitation, co-ordination and implementation of projects and community facilities/amenities for the Directorate, and for monitoring and reporting on these; overseeing the development of new CRUs and hostels (including conversions); and managing the development of PHP projects. Land Reform, Social and Gap Housing This business unit is responsible for: managing and co-ordinating the implementation of the City s land restitution and reform programme; the facilitation and implementation of social and gap housing programmes and strategies; monitoring partnership agreements with social and gap housing partners; and co-ordinating and managing the hostels transformation programme (CRU) and housing co-operatives. Technical Services This business unit is responsible for: managing and controlling the provision of a professional and specialist architectural and quantity surveying service within the Directorate as well as City-wide; managing major upgrades to CRUs and hostels, including the development and implementation of long-term asset management plans; managing and co-ordinating the implementation of the BEPP and USDG/HSDG projects across the City; and upgrades of bulk services in defined areas, land parcels and proposed housing projects. Urbanisation Department Service Delivery Implementation, Co-ordination and Compliance (Informal Settlements and Backyarders) This business unit is responsible for: managing the development of business processes that enable accelerated results and sustainable outcomes in relation to the upgrade, management and improvement of informal settlements and backyarders; managing and implementing all urbanisation planning and operational processes across the City to achieve sustainable, integrated and inclusive urbanisation implementation; 46 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

THE CURRENT REALITY PARTNERING FOR IMPROVEMENT SETTING THE SCENE managing service delivery implementation and co-ordination of improvements, developments and servicing of informal settlements and backyarders across City directorates; co-ordinating and implementing 12 corporate urbanisation chapters/outcomes across City directorates; monitoring and evaluating compliance with municipal service levels and standards; managing the development of a multi-year and integrated service delivery plan in relation to informal settlements and backyarders; and aligning, integrating and co-ordinating provision of essential services to informal settlements and backyarders with various government departments as well as other City directorates. Informal Settlements Management This business unit is responsible for: managing strategic and functional support pertaining to the upgrade and development of new and existing informal settlements/backyarder projects; managing the facilitation and development of community and partnership relations with all relevant stakeholders regarding future and existing integrated human settlements/community projects and initiatives in respect of informal settlements and backyarders; managing and co-ordinating a people-centred and sustainable City-wide relocation to improve service delivery and to decrease abnormal spatial densities; managing and co-ordinating informal settlements/ backyarder demographic profiling; strategic planning and management of disaster relief and management initiatives; managing of area-based resources planning; managing and co-ordinating the implementation of the informal settlements winter/upgrade plans; managing land invasions on all City, provincial and state land; managing engineering services for all informal settlements/backyarders; and managing all planning activities relating to informal settlements/backyarders, including alignment with the Directorate s strategic plans/objectives. Public Housing and Customer Services Department Tenancy and Homeownership Management This business unit is responsible for: managing and administering rental units, and coordinating homeownership units and special operations/ programmes; managing reactive maintenance to existing rental units and hostels; and managing current special leases and properties until handover to relevant City directorates. Communication and Customer Services This business unit is responsible for: managing the administration and implementation of specific existing settlement information/reporting requirements to and from subcouncils; managing the development, co-ordination and implementation of effective communication mechanisms with all stakeholders (internal and external); managing and controlling the development, administration and maintenance of the housing needs database; developing and managing business improvement modernisation processes to render a customer-focused service at housing estate offices; transforming housing estate offices into one-stop information centres; and developing and implementing tenants committees and customer relations improvement education campaigns. Strategic Support Services and Administration Department This department is responsible for: overseeing asset management and logistic support; general administration, human resource management and secretarial support; co-ordinating the audit processes; and overseeing the Directorate s risk management, performance management and inter-service liaison in the Executive Director s office. IMPROVING EXISTING LIVING CREATING NEW LIVING OTHER STRATEGIC INITIATIVES DIRECTORATE STRUCTURE and FUNCTIONS LEGISLATION AND PLAN INTEGRATION ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 47

Provision of basic services to backyard dwellers in city-owned rental stock During 2011 the City embarked on a project to provide basic services to backyard dwellers and will continue to do so. The strategy is to provide basic services to all residents living in the backyards of city-owned nonsaleable rental stock. Overcrowded backyards housing several households have no separate basic services. Innovative technology makes it possible for a backyard tenant to swipe a tag to discharge a free monthly supply of water. When the free limit is used, the trickle system kicks in or additional units can be bought. Basic services include a refuse bin per yard, a wash trough and tap attached to a pre-cast flush toilet, as well as electricity connections for up to three structures. Up to three individual backyard households per backyard are provided with electricity. 48 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

LEGISLATION AND PLAN INTEGRATION Legislation 50 Plan alignment and integration 50 Hangberg in Hout Bay depicting a contrast of types of living conditions. CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 49

LEGISLATION AND PLAN INTEGRATION The City has to abide by, and align with various laws and directives. The following sections summarise the main provisions relating to the delivery of integrated human settlements. Legislation The Constitution of the Republic of South Africa, 1996 The City has a constitutional mandate, together with the Western Cape and National Government, to ensure that the right of access to adequate housing for all its citizens is realised. The Constitution further describes the objectives of local government as follows: The sustainable provision of services The promotion of social and economic development The promotion of an environment that is safe and healthy Prioritising the basic needs of communities Encouraging community involvement The Housing Act 107 of 1997 The Housing Act supports the aims and goals of the Constitution, setting out the general principles of housing development that government must adhere to, encourage and promote. It gives the City the responsibility for primary development (major housing development), sets out propoor policies, and advises on how to achieve sustainability, integration, consultation, good governance, empowerment, equity and the optimal use of resources. Section 9(1)(f) of the Act requires the City, as part of the municipality s process of integrated development planning, [to] take all reasonable and necessary steps within the framework of national and provincial housing legislation and policy to initiate, plan, coordinate, facilitate, promote and enable appropriate housing development in its area of jurisdiction. The National Housing Code The policy framework contained in the National Housing Code guides the City s housing strategies. The Code sets out National Government s overall vision for housing in South Africa, and provides guidelines on how to achieve it. As such, it is a living document, enhanced as and when policy changes and evolves. Other legislation Other enactments that influence housing development and administration include the following: The Division of Revenue Act The Municipal Finance Management Act 56 of 2003 The Rental Housing Act 50 of 1999 The Prevention of Illegal Eviction from and Unlawful Occupation of Land Act 19 of 1998 The Consumer Protection Act 68 of 2008 The Social Housing Act 16 of 2008 The Housing Development Agency Act 23 of 2008 The National Environmental Management Amendment Act 62 of 2009 Plan alignment and integration The City s Integrated Development Plan (IDP) This review of the Integrated Human Settlements Five- Year Strategic Plan informs and is an integral part of the strategic focus area of human settlements and services in the City s IDP. The IDP is the City s key tool for dealing with the real issues of households and communities in a strategic, developmental and delivery-oriented way. In addition, short-term plans with annual targets are also compiled for the Directorate and each of its departments. These are contained in the Service Delivery and Budget Implementation Plans. Details can be obtained at www.capetown.gov.za/idp. National Development Plan This Integrated Human Settlements Five-Year Strategic Plan will contribute to the City s achievement of some of the goals set in the National Development Plan, by transforming previous spatial inequalities in the location and design of major future housing developments as well as providing communities with a greater choice in housing solutions National Outcome 8 The City s current, diversified suite of alternative development and delivery strategies, methodologies and products supports the National Outcome 8 imperative. 50 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

THE CURRENT REALITY PARTNERING FOR IMPROVEMENT IMPROVING EXISTING LIVING CREATING NEW LIVING SETTING THE SCENE Therefore, the plans contained in this five-year plan align with the strategic objectives of Outcome 8, and have been developed in the knowledge that: improving access to basic services is essential to human dignity; developments must be suitably located, affordable and decent; developments must facilitate the spatial transformation of the City s suburbs, i.e. moving towards efficiency, inclusion and sustainability; the building of cohesive and caring communities, with improved access to economic and social opportunities, is imperative; and developments must be financially sustainable to the City in the long-term. Therefore, the City, through a diverse range of development options, aims to meet the strategic outputs of Outcome 8 by: improving the living environments of households in informal settlements through incremental access to basic services as well as structured in situ upgrades; addressing the supportive infrastructure; facilitating opportunities in the gap market for households earning from R3 501 to R15 000 per month; creating other forms of tenure through social housing and the building of new CRUs, whilst also upgrading existing units; ensuring that the backyarders form part of the development planning solution; and pursuing all available options for the release of suitable, well-located state-owned land. Provincial Strategic Objective 6 Strategic Objective 6 of the Western Cape Department of Human Settlements forms part of the Western Cape Government s vision of an opportunity society for all. This objective focuses, among others, on accelerating housing delivery through prioritising in situ upgrades of informal settlements, and providing an increased number of people with a decreased level of assistance. It also incorporates the notion that those beneficiaries who have the means to contribute to their own housing needs must be provided with the opportunity to do so, whilst those unable to do so will be assisted, albeit at a slower pace. Therefore, this City plan in itself supports the aforementioned provincial objective. The City s housing development strategy aligns with other aspects of the overall provincial housing plans through: upscaling the provision and implementation of a serviced sites/informal settlements improvement strategy by means of the incremental upgrade of informal settlements; addressing the cost of bulk infrastructure as a constraint to human settlements development by applying additional available funding through the USDG; applying the City s approved Housing Allocation Policy in order to ensure fairness in the allocation of housing opportunities; introducing a co-ordinated approach for human settlements development by means of effective integrated development/human settlements planning; educating beneficiaries in respect of their rights and responsibilities as homeowners and tenants, by expanding and supporting the City s housing consumer education programme; promoting security of tenure by facilitating transfer of title deeds to beneficiaries; optimal and sustainable use of land through densification along transport corridors and in economic nodes; creating an enabling environment in terms of land use rights, strategic disposal of land and development costs, to close the gap in the property market by way of strategic partnerships and private-sector investment; enhancing the supply of new and informal rental housing opportunities; developing and implementing a backyarder intervention strategy to improve living conditions; and encouraging improved property management of rental stock through the intended modernisation of the existing Human Settlements Directorate, potentially partnering with private-sector or social housing institutions. This objective is being reviewed, and the City will provide input from this five-year plan, whilst ensuring alignment with National Outcome 8. OTHER STRATEGIC INITIATIVES DIRECTORATE STRUCTURE AND FUNCTIONS LEGISLATION AND PLAN INTEGRATION ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 51

Reblocking of informal settlements and green shack initiative The City initiated the reblocking of densely populated informal settlements. The reconfiguration allows for easier access for emergency vehicles and reduces the spread of fires. In addition, the green shack initiative also acts as a fire retardant. A dense settlement before reblocking. An aerial view of a reblocked settlement, with fire breaks and access for emergency vehicles. Vegetable plants planted in walls of shacks will act as a fire retardant when a fire breaks out. Plastic bottles half-filled with water and a candle is a safe method of lighting a shack. It is anticipated that the water will extinguish the flame if the bottle is knocked over. 52 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

FUNDING Urban Settlements Development Grant 54 Human Settlements Development Grant 54 After a fire, the reblocking of BM section in Khayelitsha was possible when new structures were built with the City s emergency housing kits. CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 53

FUNDING Urban Settlements Development Grant (USDG) As part of its efforts to ensure an appropriate delivery pipeline and flexed funding regimes, the National Department of Human Settlements recently added to its various housing funding programmes by launching the USDG, which is a new metropolitan funding framework developed in partnership with National Treasury. The USDG comprises the old infrastructure component of the existing housing subsidy, plus the former Municipal Infrastructure Grant (MIG) to the City, as well as an additional national fund allocation. It represents a fundamental shift in the total integrated housing funding instrument package, and may be utilised, inter alia, for land acquisition, bulk infrastructure provision, informal settlement upgrades, reticulation services for integrated housing developments, and project packaging. Housing project services are assessed on the basis of key national housing programmes (such as the IRDP and UISP), and top structures are funded by the HSDG. Application of this grant ensures improved human settlements development planning and co-ordination across the City, because the USDG serves to: firmly establish the City s key roles and responsibilities; provide revised bulk infrastructure funding programmes and mechanisms; provide flexible infrastructure funding, comprising all infrastructure needs; and provide project funding based on project cost and not a fixed quantum. The potential offered by the USDG in enabling the City to deliver integrated human settlements in a way that adds value to communities and addresses poverty is demonstrated by Table 1.9 below, which reflects the diversity of infrastructure development projects that have harnessed the funding available through this vital grant. The role of managing the USDG is performed by the City s National Housing Programmes Department and the PRC, with authority to approve project funding applications and ensure integrated development in line with grant conditions. Human Settlements Development Grant The HSDG represents the residual allocation from the appropriation in terms of the Division of Revenue Act. It funds the construction of top structures in the City s various housing developments. Table 1.9: Projects funded, or to be funded, through the USDG USDG Bulk, Connector, Community Infrastructure Departments 2012/13 National USDG R 2013/14 National USDG R 2014/15 National USDG R 2015/16 National USDG R Urban Regeneration 1 650 000 7 000 000 2 000 000 0 Electricity Services 175 806 318 200 358 860 171 413 000 208 084 700 Solid Waste Services 50 000 000 50 000 000 50 000 000 58 339 065 Water Services 195 835 513 239 290 130 281 900 000 254 650 000 Parks 33 530 144 44 242 240 54 800 000 50 000 000 Library and Information Services 1 840 180 35 969 587 8 000 000 8 000 000 Sport, Recreation and Amenities 70 400 377 51 268 300 50 000 000 51 000 000 Roads and Stormwater 213 343 340 211 830 331 275 000 000 220 000 000 Transport 2 375 817 31 692 990 10 000 000 30 000 000 Health Services 10 700 000 8 000 000 7 200 000 15 000 000 Social Development, Arts & Culture 921 685 0 0 0 Spatial Planning and Urban Design 0 3 000 000 10 000 000 10 000 000 Total: Bulk & Community Infrastructure 756 403 374 882 652 438 920 313 000 905 073 765 54 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

LEGISLATION AND PLAN INTEGRATION DIRECTORATE STRUCTURE AND FUNCTIONS OTHER STRATEGIC INITIATIVES CREATING NEW LIVING IMPROVING EXISTING LIVING PARTNERING FOR IMPROVEMENT THE CURRENT REALITY SETTING THE SCENE Athlone 13 495 358,66 Atlantis 14 802 402,96 Bellville 21 019 288,42 Bloekombos 43 950,00 Blue Downs 11 700 000,00 Bonteheuwel 2 183 876,98 Delft 8 799 415,91 Du Noon 1 443 304,55 Eerste River 10 029 540,43 Enkanini 996 272,54 Factreton 636 267,35 Fisantekraal 1 398 398,73 Gugulethu 3 439 504,58 Hangberg 33 256,14 Hanover Park 724 804,96 Happy Valley 20 093 818,03 Figure 1.1: USDG expenditure in 2012 Heideveld 10 651 409,30 Imizamo Yethu 3 030 401,47 Joe Slovo 612 280,27 Khayelitsha 11 219 384,84 Kuils River 6 433,84 Langa 56 150,00 Macassar 3 524 699,20 Maitland 2 321 098,80 Manenberg 4 133 697,34 Masiphumelele 122 600,00 Mfuleni 920 525,00 Milnerton 1 643 737,05 Mitchells Plain 9 247 553,05 Nyanga 297 485,69 Ocean View 6 538 141,71 Ottery 4 189,52 Pelican Park 36 507 458,39 Phillipi 6 300,00 Retreat 3 387 795,12 Scottsdene 52 874 535,98 Seawinds 1 789 434,71 Steenberg 3 654 202,01 Strand 10 467 670,11 Strandfontein 103 193,09 Swartklip 3 632 578,44 Tygerberg 19 832 490,01 Uitsig 1 559 861,92 Valhalla Park 4 963 569,18 Vissershok 1 016 648,50 Wallacedene 10 346 099,30 315 311 084,08 ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 55

Major upgrade of rental stock The City embarked on the major upgrade of its rental stock, which entails renovations to the exterior and interior of the property. The upgrade will continue till 2015. The derelict condition of a block of flats before the major upgrade. Brick skins being applied over existing old exterior. The upgraded block of flats. Workers replacing windows during the upgrade. The major maintenance upgrade of the City s rental units is on track to be completed in 2015. 56 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

ANNEXUREs ANNEXURE 1: Human Settlements project schedule 58 ANNEXURE 2: 2013/14 projected housing delivery targets 66 ANNEXURE 3: Map of subcouncil boundaries 68 ANNEXURE 4: Organisational structure Human Settlements Directorate 69 ANNEXURE 5: Intervention categories, definitions and national housing subsidy instruments 70 Housing rental stock in Scottsdene. Upgraded rental housing with a play area in Scottsdene. CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 57

ANNEXURE 1 Human settlements PROJECT SCHEDULE NEW HOUSING PROJECTS No. Potential future projects (pipeline) Area in ha units to be determined in detailed planning Area Subcouncil Ward 1 Atlantis South 329 Atlantis 1 29 2 Belhar vacant school sites 14,2 Belhar 6 12, 22 3 Bellville central business district (CBD) taxi rank/station 2,9 Bellville 6 10 4 Bloekombos and surrounding properties 51,8 Kraaifontein 7 101 5 Bonteheuwel infill 5,5 Bonteheuwel 5 50, 31 6 Brackenfell Everite land 16,3 Brackenfell 2 6 7 Darwin Road 129,8 Kraaifontein 7 105 8 Hanover Park 8,6 Hanover Park 17 46, 47 9 Harare infill housing project n/a Khayelitsha 10 98 10 Hostels redevelopment Nyanga CRU 11,6 Nyanga 14 37, 39, 40 11 Hostels redevelopment Gugulethu CRU 13,7 Gugulethu 11 42, 44 12 Joe Slovo Park Freedom Way 0,6 Milnerton 1 4 13 Kalkfontein 30,9 Kuils River 21 11, 19 14 Kapteinsklip 17,3 Mitchells Plain 12 82 15 Kensington infill 0,8 Kensington 15 56 16 Kewtown infill CRU 5,6 Kewtown 11 49 17 Leonsdale gap Jan van Riebeeck Drive 16,8 Elsies River 4 26 18 Lwandle hostels 6,6 Lwandle 8 86 19 Macassar erf 5315 11,78 Macassar 22 109 20 Mfuleni hostels 17 Mfuleni 21, 22 16, 108 21 Mitchells Plain infill: Beacon Valley 9,3 Mitchells Plain 10 99 22 Mitchells Plain infill: Westgate 13,2 Mitchells Plain 23 75, 88 23 Nooiensfontein 75,5 Blue Downs 21 19 24 Ottery CRU 1,4 Ottery 18 63 25 Pelican Park Phase 2 (BNG) n/a Pelican Park 19 67 26 Pelican Park Phase 2 (bonded) 81 Pelican Park 19 67 27 Penhill 279 Eerste River 21 14 28 Philadelphia infill 0,45 Philadelphia 7 105 29 Pine Road social housing 0,17 Woodstock 15 57 30 Protea Park CRU 3,5 Atlantis 1 32 31 Rondebosch East gap 11,5 Rondebosch 17 60 32 Scottsville gap 1,2 Kraaifontein 2 7 33 Zeekoevlei 13,2 Zeekoevlei 19 67 34 Sarepta gap 1,8 Kuils River 21 11 35 Strandfontein 70,7 Strandfontein 19 43 36 Swartklip/Denel land 260 Khayelitsha 10 99 37 Vlakteplaas 72 Strand 8 100 38 Voortrekker Road corridor brownfield developments n/a Voortrekker Road various various 39 Walmer Estate 0,85 Walmer Estate 15 57 40 Wolwerivier 5,2 Vissershok 1 32 These projects are subject to review and change, and new land may be added during the year. 58 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

SETTING THE SCENE NEW HOUSING PROJECTS (continued) No. Planning stage Units Erf number Area Subcouncil Ward 1 Adriaanse new CRU 150 Portion of public open space Elsies River 4 25 2 Atlantis Kanonkop (Ext 12) Phase 2 & 3 1 500 Atlantis 1 29 3 Belhar Pentech infill 340 28981 Belhar 6 12 4 Bella Riva (BNG and gap) 1 000 Various erven Durbanville 7 105 5 Dido Valley 600 4621, 4626 Simon s Town 19 61 6 Driftsands 2 500 Driftsands 21 19 7 Edward Street: Ottery sustainable development 104 6480 & 6481 Ottery 18 66 8 Eureka BNG 250 12792, 12782 Elsies River 4 25 9 Garden Cities housing project 4 000 Durbanville 7 105 10 Green Point Phase 3 500 Khayelitsha 10 93 11 Gugulethu infill (erf 8448/MauMau) 1 071 8448/2849 & 2870 Gugulethu/Nyanga 14 37, 38 12 Hangberg CRU 145 8474, 8176 Hout Bay 16 74 13 Imizamo Yethu Phase 3 1 100 7296 Hout Bay 16 74 14 Kleinvlei erf 901 66 901 Blackheath 21 17 15 Langa hostels: new flats 461 Langa 15 51, 52, 53 16 Macassar 2 500 3968 Macassar 22 109 17 Manenberg infill: The Downs 651 Various erven Manenberg 11, 17 42, 46 18 Masiphumelele Phase 4 327 5131 Kommetjie 19 69 19 Mfuleni Ext 1 & 2 700 Various erven Mfuleni 22 16 20 Morkel s Cottage 400 15152 Rusthof, Strand 8 86 21 Morningstar 150 5643 & 13999 Durbanville 7 103 22 Nonkqubela Makhaza: consolidation 814 Khayelitsha 24 96 23 Nonkqubela Site B: consolidation 430 Khayelitsha 10 93 24 Ocean View infill 397 Various erven Ocean View 19 61 25 Scottsville social housing 350 8287 Kraaifontein 2 111 26 Silvertown consolidation 1 316 Khayelitsha 10 93 27 Sir Lowry s Pass Village (Pinetown & Balestra) 140 Sir Lowry s Pass 8 100 28 Valhalla Park infill 777 1484, 3484, 3462 Valhalla Park 4 30 29 Wallacedene Phase 10A 1 617 Kraaifontein 2 6 30 Wallacedene Phase 10B 256 Kraaifontein 2 6 These projects are subject to review and change, and projects from the pipeline may be added during the year. THE CURRENT REALITY PARTNERING FOR IMPROVEMENT IMPROVING EXISTING LIVING CREATING NEW LIVING OTHER STRATEGIC INITIATIVES DIRECTORATE STRUCTURE AND FUNCTIONS LEGISLATION AND PLAN INTEGRATION ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 59

ANNEXURE 1 Human settlements PROJECT SCHEDULE NEW HOUSING PROJECTS (continued) No. Under construction Total units per project Erf number Area Subcouncil Ward 1 Amakhaya Ngoku, Masiphumele 352 Noordhoek 19 69 2 Atlantis Kanonkop (Ext 12) Phase 1 455 6268, 7767/8 Atlantis 1 29 3 Bardale Phase 4 and upgrade Phase 1 3 112 451 Mfuleni 21 108 4 Brown s Farm Phase 6 678 A, B, C & D Brown s Farm 18 80 5 Delft The Hague 2 407 Various erven Delft 5 13 6 Happy Valley Phase 2 1 350 454 (portions) Blackheath 21 14 7 Hazendal infill (Bokmakierie) 166 Various erven Athlone 11 49 8 Heideveld Duinefontein Road 759 Various erven Heideveld 11 44 9 Hostels redevelopment - Ilinge Labahlali 324 Nyanga 14 37, 39 10 Mfuleni flood relief consolidation 4 461 Mfuleni 21 108 11 Nyanga upgrade 2 070 Various erven Nyanga 14 36, 37, 39 12 Ocean View (Mountain View) 547 Ocean View 19 61 13 Pelican Park Phase 1 (BNG) 2 000 829 Pelican Park 19 67 14 Pelican Park Phase 1 (bonded) 1 200 829 Pelican Park 19 67 15 Philippi East Phase 5 405 Philippi 13 35 16 Philippi Park 1 100 Philippi 23 88 17 Rondevlei 225 111018 Rondevlei 18 110 18 Scottsdene (BNG and CRU) 890 Various erven Scottsdene 2 6, 7 19 Scottsdene (bonded) 1 310 Various erven Scottsdene 2 6, 7 20 Silvertown Khayelitsha (SST) 1 316 18332 Khayelitsha 10 93 21 Site C: survey and subdivision (Provincial Housing Development Board) 6 265 Various erven Khayelitsha 9 18, 87 22 Somerset West 10 ha site 390 10490 Somerset West 22 15 23 Wallacedene Phase 3-9 consolidation 5 681 Kraaifontein 2, 7 6, 101, 111 24 Witsand Phase 2 1 835 1065-5, 1065-6 Atlantis 1 32 25 PHP citywide 1 550 Citywide 60 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

ANNEXURES FUNDING LEGISLATION AND PLAN INTEGRATION SETTING THE SCENE social rental HOUSING PROJECTS No. Potential future projects (pipeline) No. of units Subcouncil Ward 1 Bothasig Phase 2 100 3 5 No. Planning stage No. of units Subcouncil Ward 1 Dillon Lane, Woodstock 64 15 57 2 Pine Road 180 15 57 3 Ottery Phase 1 150 18 63 4 Ottery Phase 2 200 18 63 5 Wetton Phase 1 100 18 63 6 Wetton Phase 2 200 18 63 7 Wetton Phase 3 100 18 63 8 Mupine 150 15 57 9 Steenberg Phase 2(B) 100 18 68 10 Montclair Phase 1 300 12 78 11 Montclair Phase 2 350 12 78 12 Brooklyn regeneration 250 15 55 13 Belhar Phase 1 300 6 22 14 Belhar Phase 2 316 6 22 15 Lansdowne 130 17 60 16 E-Junction Phase 2 282 4 28 17 District Six 750 15 77 18 Scottsdene Phase 1 500 2 7 19 Scottsdene Phase 2 500 2 7 20 Royal Maitland 4 100 15 56 No. Under construction No. of units Subcouncil Ward 1 Steenberg Phase 2(A) 150 18 68 2 Harmony Village (inst) (Westcape) 268 3 5 3 Scottsdene (soc) 100 2 7 4 Belhar (soc) 150 6 22 5 E-Junction Phase 1 (prov) 120 4 28 THE CURRENT REALITY PARTNERING FOR IMPROVEMENT IMPROVING EXISTING LIVING CREATING NEW LIVING OTHER STRATEGIC INITIATIVES DIRECTORATE STRUCTURE AND FUNCTIONS CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 61

ANNEXURE 1 Human settlements PROJECT SCHEDULE urbanisation PROJECTS (UP) 1 (UP) Emergency housing programme No. In consulting/ construction phase Area Units Subcouncil Ward 1 Sir Lowry s Pass Helderberg 177 8 100 2 Wolwerivier (Vissershok) West Coast 500 1 104 Any new project that may be required in cases of emergency No. Planned Area Units Subcouncil Ward 1 Busasa Mfuleni Mfuleni 850 22 16 Any new project that may be required in cases of emergency 2 (UP) Other temporary resettlement areas No. In consulting/ construction phase Area Plots Subcouncil Ward 1 Shukushukuma Mfuleni 89 21 108 2 Masiphumelele Kommetjie 180 19 62 3 Fisantekraal Kraaifontein 250 7 105 Any new project that may be required in cases of emergency or to allow for project implementation. 3 (UP) Upgrade of informal settlements programme Project (in planning stage) Estimated opportunities Subcouncil Ward Symphony Way (new housing) 2 750 5 106 Enkanini 2 000 24 95 Tambo Square 220 14 41 Phola Park Gugulethu 400 11 42 Kalkfontein 1 400 21 19 8ste Laan Valhalla 350 5 31 Doornbach 4 000 1 104 Hangberg 300 16 74 Los Angelos/Greenpark (new housing) 2 500 21 19 Barney Molokwana section 4 700 9 89 These projects are subject to review and change, and new land may be added. 4 (UP) Upgrade of informal settlements programme Project (pipeline) Estimated opportunities Subcouncil Ward Sweet Home Farm 4 000 18 80 Kosovo 5 000 13 33 Monwood 2 600 18 80 Burundi Mfuleni 1 500 21 108 Strandfontein 2 000 19 43 Shukushukuma 600 21 108 These projects are subject to review and change, and new areas may become upgradeable. 62 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

THE CURRENT REALITY PARTNERING FOR IMPROVEMENT IMPROVING EXISTING LIVING CREATING NEW LIVING SETTING THE SCENE 5 (UP) Reblocking Project Estimated opportunities Subcouncil Ward Mashiniwami 250 1 4 BT section 68 9 87 Masilunge 47 11 45 Flamingo Crescent 76 17 60 Vygekraal 245 17 48 BBT section 80 9 87 Ethembeni 450 1 104 Kukutown 19 15 56 Burundi 22 16 Vlakteplaas 30 8 100 Uitkyk Sir Lowry s Pass 40 8 100 Green Fields Lwandle, Nkanini 24 95 Uitkykbos 11 18 80 Shukushukuma 349 21 108 Faure 19 22 16 Bonnietown 30 20 62 BM section 550 9 89 Europe 2 200 14 40 Ekuphumleni 300 1 4 Siyahlala 300 14 39 Kosovo 39 13 33 6 (UP) Upgrade of informal settlements programme (UISP) (previously pilots) Project Estimated opportunities Subcouncil Ward Monwabisi Park 6 400 10, 24 98, 99 TR section 3 500 9 90 BM section 7 000 9, 10 89, 93 Lotus Park 1 430 11 42 The Heights 4 500 19 67 7 (UP) Backyarder project list provision of basic services No. Potential future projects (pipeline) Subcouncil Ward Balance of City-owned non-saleable rental stock to be prioritised As applicable As applicable No. Under construction Units Subcouncil Ward 1 Factreton 178 15 56 2 Hanover Park 2 336 17 47 3 Langa 2 281 15 51 These urbanisation projects are subject to review and change. OTHER STRATEGIC INITIATIVES DIRECTORATE STRUCTURE AND FUNCTIONS LEGISLATION AND PLAN INTEGRATION ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 63

ANNEXURE 1 Human settlements PROJECT SCHEDULE Community residential Unit upgrades No. Potential future projects (pipeline) Subcouncil Ward Balance of City-owned, non-saleable rental stock to be prioritised for Phase 2 As applicable As applicable (to be considered in future) No. Under construction No. of units Subcouncil Ward 2 Manenberg 591 11, 17 42, 45, 46 3 Hanover Park 354 17 47 4 Heideveld 264 11 44 5 Marble Flats (Ottery) 132 18 66 6 Marble Flats (Ottery) brick skins 132 18 66 incremental development areas No. Planning stage Area Subcouncil Ward 1 Bloekombos Ext 3 Kraaifontein 7 101 2 Strandfontein East Strandfontein 19 43 3 Pelican Park South Pelican Park 19 67 4 Parklands 3 rd Development Framework Parklands 5 Atlantis South Atlantis 1 29 6 Macassar Macassar 22 109 7 Mfuleni Ext 2 Blue Downs 22 16 8 Vlakteplaas Strand 8 100 Blocked x3 Khayelitsha projects Blocked x1 Faure project Banks partnership projects No. Planning stage No. of units Subcouncil Ward 1 Thornton 128 15 53 2 Maitland 148 15 56 3 Factreton 34 15 56 4 Wallacedene 749 2 111 5 Wetton 623 18 63 6 Ottery 264 18 63 7 Rugby 115 15 55 8 Silvertown 8 11 49 These projects are subject to review and change. Provincial planning and pipeline projects should be added if assignment is granted to the City in June/July 2013. Current projects being implemented by the Western Cape Government will be concluded by them. 64 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

ANNEXURES FUNDING LEGISLATION AND PLAN INTEGRATION SETTING THE SCENE WESTERN CAPE DEPARTMENT OF HUMAN SETTLEMENTS HOUSING DELIVERY: CURRENT AND PLANNED PROJECTS 2013/14 2014/15 2015/16 Current projects Sites planned Houses planned Sites planned Houses planned Sites planned Houses planned Joe Slovo (2 886) UISP 2 886 300 300 600 600 1 278 1 398 New Rest (700 of 1 155) Contractor NHBRC 700 New Rest PHP 455 Delft Symphony (2 150) precinct 3&5 2 150 750 750 319 1 300 Delft TRA 5 Delft TRA 5.1 Delft TRA 6 Boys Town (1 367) 1 367 300 300 209 171 269 393 Boys Town triangle (157) 157 157 157 Boys Town extension (234) 234 Pelican Park (Mamas) 129 Nuwe Begin (1 791) services/1 200BNG) 1 791 Thembelihle (200) 0 0 100 100 100 100 Our Pride Phase 2 (?) (CTCHC) Philippi new TRA units Philippi TRA maintenance 2013/14 2014/15 2015/16 New projects Sites planned Houses planned Sites planned Houses planned Sites planned Houses planned Delft Silversands (600) 600 100 0 100 0 Forest Village (2 500) 2 500 200 0 200 0 Blueberry Hill IRDP (3 500) Belhar CBD IRDP (2 300) Highbury RDP (552) Delft infill THE CURRENT REALITY PARTNERING FOR IMPROVEMENT IMPROVING EXISTING LIVING CREATING NEW LIVING OTHER STRATEGIC INITIATIVES DIRECTORATE STRUCTURE AND FUNCTIONS CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 65

ANNEXURE 2: 2013/14 PROJECTED HOUSING DELIVERY TARGETS Project description 2013/14 sites 2013/14 top structures 2013/14 other ( CRU upgrades and shared services) Rental units upgrade CRU Manenberg 591 Hanover Park 354 Heideveld 264 Ottery 132 Total 1 341 New rental units/hostels CRU Hangberg CRU 1 Scottsdene CRU 1 200 Total 1 200 Institutional and social housing Harmony Village (inst) CTCHC 268 268 Scottsdene (soc) Madulamar Belhar (soc) Communicare Steenberg (soc) SOHCO Total 268 268 BNG (including PHPs & UISP) and gap projects Atlantis Kanonkop (Ext 12) Phase 1 200 Bardale Phase 4 & upgrading Phase 1 541 Delft The Hague 1 065 350 Happy Valley Phase 2 483 683 Hazendal Infill (Bokmakierie) 100 Heideveld Duinefontein Road 250 Nyanga upgrades 140 Ocean View (Mountain View) 120 Pelican Park Phase 1 (BNG) 614 500 Scottsdene (BNG) 99 99 Somerset West 10 ha site (Phase 2 & 3) 95 50 PHP citywide 1 550 Total 3 037 3 902 Informal settlements and backyarders Households (Hanover Park and others) 3300 Reblocking (Households) 238 Total 238 3 300 66 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

ANNEXURES FUNDING LEGISLATION AND PLAN INTEGRATION DIRECTORATE STRUCTURE AND FUNCTIONS OTHER STRATEGIC INITIATIVES CREATING NEW LIVING SETTING THE SCENE Project description 2013/14 sites 2013/14 top structures 2013/14 other ( CRU upgrades and shared services) IDA & EHP projects Wolwerivier (Vissershok) 488 244 Sir Lowry s Pass 177 177 Other (Ad hoc sites) 100 Total 765 421 Gap sales Fairdale 45 Khayelitsha 45 Total 90 Provisional totals 4 400 4 791 4 641 THE CURRENT REALITY PARTNERING FOR IMPROVEMENT IMPROVING EXISTING LIVING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 67

ANNEXURE 3: MAP OF SUBCOUNCIL BOUNDARIES 68 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

ANNEXURE 4: ORGANISATIONAL STRUCTURE HUMAN SETTLEMENTS DIRECTORATE SETTING THE SCENE DIRECTOR: STRATEGY & PLANNING LAND FORWARD PLANNING & CO-ORDINATION POLICY, RESEARCH, INTEGRATION & COMPLIANCE THE CURRENT REALITY DIRECTOR: DEVELOPMENT & DELIVERY NATIONAL HOUSING PROGRAMMES & ACCREDITATION MANAGEMENT FACILITATION & IMPLEMENTATION LAND REFORM, SOCIAL & GAP HOUSING PARTNERING FOR IMPROVEMENT IMPROVING EXISTING LIVING TECHNICAL SERVICES EXECUTIVE DIRECTOR: HUMAN SETTLEMENTS DIRECTOR: URBANISATION SERVICE DELIVERY IMPLEMENTATION, CO- ORDINATION & COMPLIANCE (INFORMAL SETTLEMENTS & BACKYARDS) INFORMAL SETTLEMENT MANAGEMENT CREATING NEW LIVING OTHER STRATEGIC INITIATIVES DIRECTOR: PUBLIC HOUSING & CUSTOMER SERVICES TENANCY & HOMEOWNERSHIP MANAGEMENT COMMUNICATION & CUSTOMER SERVICES DIRECTORATE STRUCTURE AND FUNCTIONS LEGISLATION AND PLAN INTEGRATION LOGISTIC SUPPORT MANAGER: STRATEGIC SUPPORT SERVICES & ADMINISTRATION GENERAL ADMINISTRATION STRATEGY, CO-ORDINATION & MONITORING INTERSERVICE LIAISON ANNEXURES FUNDING CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 69

Annexure 5: intervention categories, definitions and National Housing Subsidy instruments Intervention category Definition 1. Financial Programmes that facilitate immediate access to housing goods (top structures, rental stock) and services, thereby creating enabling environments and providing implementation support. 2. Incremental housing Programmes that facilitate access to housing opportunities (rental units/ownership of a serviced site/subsidised house) through a phased process. 3. Social and rental housing Programmes that facilitates access to rental housing opportunities to support urban restructuring and integration. National housing subsidy (available for Cape Town residents) Individual housing subsidies: credit and noncredit linked R0 R3 500. Enhanced Extended Discount Benefit Scheme (EEDBS), which helps tenants to buy their saleable rental units and helps existing sales debtors settle the balance on properties they have acquired (pre-1994). 2.1 IRDP 2.2 Enhanced PHP 2.3 UISP 2.4 Consolidation subsidies 2.5 Emergency housing programme 3.1 Social housing 3.2 CRUs Programme Description Additional comments Subsidy BNG 40 m 2 house Provide a minimum of a 40 m² RDP house (subsidised house built between 1994 and pre-september 2004) or a BNG house (house built according to the BNG policy, post-september 2004) to families on the City s database earning a combined income of between R0 R3 500 per month, with the subsidy amount provided by the National Human Settlements Department. Beneficiaries must be on the City s database and meet the requirements as prescribed in the National Housing Code. Consolidation housing programme PHP Emergency housing programme UISP Facilitate improvements to a unit where people already own a serviced stand. For households who wish to maximise their housing subsidy by building, or organising the building of, their homes themselves. Beneficiaries can apply for subsidies through the project-linked instrument (the subsidy granted to qualifying beneficiaries to enable them to acquire a house as part of an approved project), the consolidation instrument (the subsidy granted to owners of a serviced site for the construction of a house) or the institutional subsidy (the subsidy that is available to institutions to enable them to create affordable housing stock on a deed of sale, rental or rent-to-buy option). Temporary assistance to victims of housingrelated disasters (such as fire and flood damage), including the provision of TRAs. Provide (i) basic services (water, standpipes and toilet facilities), (ii) permanent services, and (iii) houses to existing informal settlement areas, wherever possible (including in situ upgrades). Access a subsidy for top structure only, currently R55 706. Beneficiaries must comply with prescribed policy criteria. Provide funding for minimum services and shelter. Participants less restricted than beneficiaries who qualify for individual subsidy. Aimed at permanent areas for upgrades. 70 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW

ANNEXURES FUNDING LEGISLATION AND PLAN INTEGRATION SETTING THE SCENE Programme Description Additional comments Social housing programme This is higher-density, subsidised housing that is implemented, managed and owned by independent, accredited social housing institutions in designated restructuring zones (for rental purposes). Households earning less than R 7 500 per month qualify. City has an agreement with various partners. Institutional housing subsidy programme CRUs Enhanced Extended Discount Benefit Scheme (EEDBS) Gap (affordable) housing Financed-Linked Individual Subsidy Programme (FLISP) Phasing-out programme This mechanism targets housing institutions that provide tenure alternatives to immediate ownership. This is a programme for the building of new rental stock (including hostels) and the upgrade of existing higher-density stock, and caters for families who prefer rental housing and earn less than R3 500 per month. The City remains the owner of the rental units. (The programme includes the former hostels redevelopment programme.) This programme allows for the discounting of an amount up to the prevailing housing subsidy on the loan, purchase price or purchase balance for the purchase of statefinanced properties occupied before 1 July 1993, and stands contracted by 30 June 1993 and allocated to individuals by 15 March 1994. This caters for families earning between R3 500 and R15 000 per month. Beneficiaries earning from R3 501 to R7 000 per month qualify for a subsidy determined by an incremental band. This involves phasing-out of housing subsidies, and normalising the housing environment in respect of the housing stock created under the previous housing dispensation. Rent, with option to purchase after a certain period. Implemented by private developers and bought by homeowners. Existing tenants in rental stock qualify for this programme. THE CURRENT REALITY PARTNERING FOR IMPROVEMENT IMPROVING EXISTING LIVING CREATING NEW LIVING OTHER STRATEGIC INITIATIVES DIRECTORATE STRUCTURE AND FUNCTIONS CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW 71

LIST OF ABBREVIATIONS AND ACRONYMS USED BEPP BNG CBD CESA CORC CRU CTCHC EEDBS EPWP FLISP GIS HSDG HSS IDA IDP IMESA IRDP ISN MIG MTREF NDP NHBRC PHP PRC RDP SHRA Stats SA TRA UISP USDG Built Environment Performance Plan Breaking New Ground Central Business District Consulting Engineers South Africa Community Organisation Resource Centre Community Residential Unit Cape Town Community Housing Company Enhanced Extended Discount Benefit Scheme Expanded Public Works Programme Financed-Linked Individual Subsidy Programme Geographic Information System Human Settlements Development Grant Housing Subsidy System Incremental Development Area Integrated Development Plan Institute of Municipal Engineering of Southern Africa Integrated Residential Development Programme Informal Settlements Network Municipal Infrastructure Grant Medium-Term Revenue and Expenditure Framework National Development Plan National Home Builders Registration Council People s Housing Process Project Review Committee Reconstruction and Development Programme Social Housing Regulatory Authority Statistics South Africa Temporary Relocation Area Upgrading of Informal Settlements Programme Urban Settlements Development Grant 72 CITY OF CAPE TOWN / INTEGRATED HUMAN SETTLEMENTS Five-year strategic PLAN 2013/14 REVIEW